POPULARITY
3 episodes with Partners Group
3 episodes with Partners Group
5 episodes with Partners Group
3 episodes with Partners Group
5 episodes with Partners Group
3 episodes with Partners Group
2 episodes with Partners Group
2 episodes with Partners Group
2 episodes with Partners Group
Die Aktien von UBS, Julius Bär und Partners Group verlieren seit Trumps Ankündigung des «liberation day» vor einem Monat über 20%. Grund ist laut Thomas Rühl, Anlagechef der Schwyzer Kantonalbank, die Angst vor einer Rezession. Weniger Investitionen bedeuteten weniger Geschäfte für die Geldhäuser. SMI -0.1%
Welcome back to the Alt Goes Mainstream podcast.Today's episode dives into a groundbreaking partnership that could change the trajectory of how the wealth channel invests into private markets.We are joined by BlackRock's Senior Managing Director, Head of the Americas Client Business, Co-Head of U.S. Wealth Advisory (USWA), and a member of the Global Executive Committee for BlackRock Joe DeVico and Head of Product for US Wealth & Head of Alts to Wealth Jon Diorio and Partners Group's Partner, Co-Head of Private Wealth, Head of the New York Office, Member of the Global Executive Board, Partners Group Rob Collins to discuss their partnership on a private markets model portfolio purpose-built for the wealth channel.Joe, Jon, and Rob discuss what Rob calls in the podcast the industry's “iPhone moment.” This model portfolio partnership that brings together BlackRock's private markets and technology capabilities and Partners Group's history as a pioneer in the evergreen funds space is a big moment for private markets. The partnership enables the wealth channel to seamlessly access private markets solutions, understand how it fits into a broader asset allocation model, and handles rebalancing in a turnkey fashion.We had a fascinating discussion about this partnership and why the wealth channel needs turnkey solutions such as model portfolios. We discussed:Why model portfolios could be the “iPhone moment” for private markets.The anatomy of the partnership between BlackRock and Partners Group to create private markets model portfolios.How to balance personalization and customization with standardization of delivery to the wealth channel.How to create differentiation with private markets product offerings with different product structures.The mechanics of a private markets model portfolio.How education plays a role in advisor adoption of private markets products and model portfolios.Thanks Joe, Jon, and Rob for sharing your wisdom and experience on public and private markets as you help bring private markets into the mainstream.Subscribe to Alt Goes Mainstream to receive the weekly newsletter every Sunday and all of AGM's podcasts.A word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency.To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products.Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.Show Notes00:00 Introduction to our Sponsor, Ultimus Fund Solutions01:18 Alt Goes Mainstream Theme Song01:56 Introduction to Today's Episode01:58 Groundbreaking Partnership Announcement03:32 Welcome to the BlackRock Studio04:05 Backgrounds of Joe and Jon from BlackRock05:48 Rob's Background and Perspective07:13 Why this is an iPhone Moment for Private Markets07:55 Challenges in Private Markets Adoption12:48 Why Now is the Right Time16:11 The Importance of Partnership21:51 Building a Brand in Private Markets26:48 Evolution of Fixed Income Markets27:10 Electronification of Private Markets27:21 Educating the Wealth Channel28:13 Importance of Excellent Execution28:44 Proving Performance in Private Markets29:27 Building the Right Solution29:48 Client Demand for Private Market Access30:34 Customizing Asset Allocation31:41 Transparency in Model SMAs32:21 Blurring Lines Between Public and Private Markets33:12 Foundational Equity in Private Markets34:15 Combining Public and Private Solutions35:25 Democratization of Private Markets36:19 Active vs. Passive in Private Markets37:58 Challenges in Market Adoption38:28 Scalability and Diversification39:27 Evergreen Funds and Capital Deployment42:03 Seismic Shift in Private Markets42:47 Future of Private Market Solutions49:59 Personalization in Portfolio Building50:53 Patience and Private Markets51:00 Final Thoughts on Private Market Innovation54:41 Conclusion and Podcast OutroEditing and post-production work for this episode was provided by The Podcast Consultant.
The Automotive Troublemaker w/ Paul J Daly and Kyle Mountsier
Shoot us a Text.Episode #1012: Today we're talking about Lithia Motors' internal challenge to boost service growth, FM Capital's $240M bet on auto tech startups—with strong dealer backing, and the mounting issues facing Tesla's Cybertruck.Show Notes with links:Facing underperformance in its service and parts growth, Lithia Motors is turning inward, challenging its frontline teams to raise the bar and reclaim momentum in a key revenue area.Lithia's Q4 same-store service and parts revenue grew 3.4%, falling short of peers like Sonic (10%) and Penske (6.2%).CEO Bryan DeBoer emphasized it's not a technician shortage, but a “mindset issue” among service advisers and managers.The company is expanding its Partners Group program to include department managers, offering stock incentives tied to higher performance standards.COO Adam Chamberlain sees aftersales as a major 2025 growth driver, but warns current operations sacrifice customer pay for warranty work.DeBoer: “There's been way too soft of management and lip service... Sixty to 90 days is our new mantra,”Venture firm FM Capital has closed its fourth fund at $240 million, aiming to fuel retail and mobility tech across the auto industry—with major backing from dealership groups.The fund surpassed its $200M target despite a tough venture capital environment.Investments will target AI, fleet tech, autonomy, connectivity, and energy transition.125 investors participated, including 56 dealership groups representing over 1,100 stores. Holman and Cox Automotive returned as key backers in this round.Chase Fraser, Managing Partner of FM Capital: “Dealerships really respect entrepreneurs because they are entrepreneurs themselves. They want to get involved. They want to mentor some of these entrepreneurs. They want to test their products. They want to give them feedback because who knows better than the user?”Tesla's Cybertruck is facing a brand-new problem—its maker doesn't want it back. Owners looking to trade in their trucks are getting turned away, exposing deeper trouble for the high-profile pickup.Tesla is reportedly refusing to accept Cybertrucks as trade-ins, citing resale struggles and declining demand.The company has a backlog of nearly 2,400 unsold units worth $200M, with used values down 55% year-over-year.Some frustrated owners are resorting to Lemon Laws just to offload the vehicle.Other dealers are low-balling owners or avoiding Cybertrucks altogether due to market instability.A Cybertruck recall this year revealed that only 46K of the vehicles have been delivered so far.Join hosts Paul J Daly and Kyle Mountsier as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/
Timestamps:6:54 - An investor generating returns for their LP8:22 - The Swiss startup ecosystem is 18 years old12:09 - Does big data drive innovation?19:20 - What if you don't perform as promised?21:25 - Dealing with FINMA regulations as a VCClick here to check out our free Founders Agreement masterclass, with Melanie Gabriel from Yokoy, Christof Roduner from Scandit, and Viviana Gropengiesser from Talent Kick.About Andrea Silberschmidt-Buhofer, Teddy Amberg, David Hug & Tanvi Singh:Andrea Silberschmidt-Buhofer is the general partner at EquityPitcher Ventures, an early-growth VC firm that focuses on B2B tech startups, and the vice-president of FEM'UP SWITZERLAND. She holds a MSc in Entrepreneurship from the UCL School of Management and is also a startup coach at Venturelab.Teddy Amberg is the founding partner at Spicehaus Partners, a VC fund that focuses on seed and early stage Swiss tech companies. He holds an MA in Banking and Finance from HSG and worked at Partners Group and CreditGate24 before founding Spicehaus Partners in 2018.David Hug is the co-founder of Marcau Partners, an investment manager managing Ringier Digital Ventures and Lightbird Ventures AG. He holds a MSc in Entrepreneurial Management from the Hochschule für Technik und Wirtschaft Chur and worked at btov Partners and Zürcher Kantonalbank before becoming a VC in 2015.Tanvi Singh is the founding partner at Nirmata-ai Ventures, a VC fund focusing on AI-driven investments for a sustainable future. She holds a Master's degree from UZH and worked for banks like Credit Suisse and UBS before founding Nirmata in 2024.During their chat with our co-host Merle, these 4 VCs shared their best practices for managing a fund. Their tips included:Being proactive in including your LPs in your fund's journey by giving them co-investment opportunities and full access to your data room;Not shortcutting when it comes to compliance and regulatory demands (or you will regret it!);Underpromising and overdelivering when it comes to the goals you communicate to your LPs, and being transparent with them when something goes wrong, so as to ensure that trust is never broken;Sticking to your portfolio companies both in good times and in bad — the startup journey is rocky, and your investments need your help!The cover portrait was edited by www.smartportrait.ioDon't forget to give us a follow on Twitter, Instagram, Facebook and Linkedin, so you can always stay up to date with our latest initiatives. That way, there's no excuse for missing out on live shows, weekly giveaways or founders' dinners.
A conversation with the president of The Partners Group. In this episode, Sarah Friend shares how and why she started her own podcast, the importance of community in retaining young professionals, and her philosophy on leadership.
V posledných rokoch sa na trhu objavilo množstvo online investičných platforiem, ktoré sľubujú jednoduchý a rýchly spôsob, ako zhodnotiť svoje peniaze. Tieto platformy umožňujú jednotlivcom investovať do rôznych finančných produktov – akcií, dlhopisov, kryptomien či nehnuteľností – často bez nutnosti fyzického kontaktu so sprostredkovateľmi alebo finančnými inštitúciami. Napriek pohodlnosti a lákavým sľubom sa však ukazuje, že tieto platformy môžu skrývať aj množstvo rizík. O ich výhodách a potenciálnych hrozbách sme sa rozprávali s odborníkom na financie zo spoločnosti Partners Group, Andrejom Králikom.
In dieser Folge zeigt Thomas alias Sparkojote, wie man Einzelaktien wie Partners Group analysieren kann, um ein eigenes Portfolio aufzubauen. Er erklärt, wie man grundlegende Unternehmenskennzahlen auf Tools wie Google, die Investor-Relations-Seiten des Unternehmens oder Plattformen wie Aktienfinder untersucht. Dabei geht es sowohl um fundamentale Analysen, wie Gewinnmargen und Wachstumsraten, als auch um charttechnische Trends zur Unterstützung von Investmententscheidungen.
Zum Gap Year Workshop am 19.1.2025 anmelden: https://pumpkincareers.com/gap-year-workshop/?htrafficsource=organic&hcategory=yt_organic&el=podcastfheliteboutique Jetzt auf eine Zusammenarbeit mit uns bewerben: https://pumpkincareers.com/jetzt-hier-bewerben/?htrafficsource=organic&hcategory=yt_organic&el=podcastfheliteboutique Referenzen: https://pumpkincareers.com/erfahrungen/?htrafficsource=organic&hcategory=yt_organic&el=podcastfheliteboutique In dieser Folge des BWL-Podcasts sprechen pumpkin-Gründer David Döbele und Jonas Stegh über einen unserer Teilnehmenden, der es als FH-Student ohne einen Master bis zu einer Investment Banking Elite-Boutique in London schaffen konnte. -------------------------------------- ÜBER PUMPKINCAREERS: Mit unseren Angeboten auf https://pumpkincareers.com/ unterstützen wir ambitionierte Studierende dabei, ihre hohen beruflichen Ziele nach dem Studium schneller, sicherer und einfacherer als ihre Kommilitonen zu erreichen. Für eine enge Zusammenarbeit mit unserem Coaching-Team kannst du dich unter https://pumpkincareers.com/ bewerben. Unsere Coaches haben unter anderem Praxiserfahrung bei BCG, UBS, Bain, Rothschild, Bank of America, Roland Berger, Perella Weinberg, Cinven, Oakley, Partners Group, Triton Partners und Bertelsmann gesammelt. In enger Zusammenarbeit helfen wir dir dabei, jeden Schritt bis zum erfolgreichen Berufseinstieg bei Top-Unternehmen in Unternehmensberatung, Investment Banking, Private Equity, Tech oder Industrie zu meistern. Homepage: https://pumpkincareers.com/ Elite-Coaching: https://pumpkincareers.com/ -------------------------------------- HIER KANNST DU UNS FOLGEN: INSTAGRAM: http://instagram.com/pumpkincareers LINKEDIN: https://www.linkedin.com/company/pumpkincareers/ FACEBOOK: https://www.facebook.com/Pumpkincareers/ YOUTUBE VON DAVID DÖBELE: https://bit.ly/2VnLFlQ -------------------------------------- P.S. Du möchtest aus deinem BWL-Studium alles herausholen und durch TOP-Noten & super Praktika nach deinem Studium in deiner Wunschkarriere durchstarten können? Dann bewirb dich jetzt für unser Elite-Coaching unter https://pumpkincareers.com/
In this episode we are tracing the journey of Vishal Retail, from surplus apparel exhibitions to a business that brought global fashion to the masses at unbeatable prices, this narrative explores the challenges of rapid expansion, the risks of short-term debt, and the disruptions that reshaped the market. Host Arijit Barman engages with Gunender Kapur of Vishal Mega Mart, Manas Tandon of Partners Group, and Nishant Sharma of Kedaara Capital to uncover a compelling story of ambition, resilience, and the transformative evolution of affordable retail.If you like this episode, check out more Corner Office Conversations from the podcast: S. Jaishankar, Ravi Kant Jaipuria,Arjun Nohwar, Manoj Chacko, G.V. Prasad, Dara Khosrowshahi, Henry Kravis, Campbell Wilson, Warren K. Harris,Nithin Kamath, Corner Office Conversation With Monika Shergill, VP, Content, Netflix India and more! You can follow our host Arijit Barman on his social media: Twitter and Linkedin Catch the latest episode of ‘The Morning Brief’ on ET Play, The Economic Times Online, Spotify, Apple Podcasts,JioSaavn, Amazon Music and Google Podcasts.See omnystudio.com/listener for privacy information.
WealthManagement.com's Executive Editor for Investments David Bodamer chats with Robert Collins, co-head of private wealth at Partners Group. Partners Group, an alternative asset manager, was an early mover into the global wealth market, including a popular 15-year-old private equity fund in the United States. Collins explores the shift from public to private markets and its … Read More Read More
On this episode of Chit Chat Stocks, Ryan gives a stock report on Kelly Partners Group (Ticker: KPG, listed in Australia), a company rolling up the small accounting firm space. Listen to the full episode to see whether he is buying the stock. We discuss: (00:00) Introduction to Kelly Partners Group (07:36) Current Business Model and Strategy (12:01) Understanding the Partner-Owner-Driver Model (17:42) Industry Durability and Growth Potential (23:51) Valuation Considerations and Market Positioning (39:10) International Expansion and Market Opportunities (43:20) Comparing Kelly Partners Group to Constellation Software (49:31) Management Insights and Team Dynamics (55:31) Valuation Challenges and Future Projections ***************************************************** JOIN OUR FREE CHAT COMMUNITY: https://chitchatstocks.substack.com/ ********************************************************************* Sign-up for a bond account at Public.com/chitchatstocks A Bond Account is a self-directed brokerage account with Public Investing, member FINRA/SIPC. Deposits into this account are used to purchase 10 investment-grade and high-yield bonds. As of 9/26/24, the average, annualized yield to worst (YTW) across the Bond Account is greater than 6%. A bond's yield is a function of its market price, which can fluctuate; therefore, a bond's YTW is not “locked in” until the bond is purchased, and your yield at time of purchase may be different from the yield shown here. The “locked in” YTW is not guaranteed; you may receive less than the YTW of the bonds in the Bond Account if you sell any of the bonds before maturity or if the issuer defaults on the bond. Public Investing charges a markup on each bond trade. See our Fee Schedule. Bond Accounts are not recommendations of individual bonds or default allocations. The bonds in the Bond Account have not been selected based on your needs or risk profile. See https://public.com/disclosures/bond-account to learn more. ********************************************************************* FinChat.io is The Complete Stock Research Platform for fundamental investors. With its beautiful design and institutional-quality data, FinChat is incredibly powerful and easy to use. Use our LINK and get 15% off any premium plan: finchat.io/chitchat ********************************************************************* Sign up for YellowBrick Investing to track the best investing pitches across the internet: joinyellowbrick.com/chitchat ********************************************************************* Disclosure: Chit Chat Stocks hosts and guests are not financial advisors, and nothing they say on this show is formal advice or a recommendation.
Paul W. Swaney III is the founder of Swaney Group Capital, a private equity firm focused on revitalizing and scaling industrial companies in the lower middle market. He applies a hands-on approach to value creation, emphasizing efficiency, process optimization, and growth initiatives. His career began with service in the US Navy, followed by key operations roles at ConocoPhillips, Amazon, and Total Oil, where he refined his expertise in performance improvement. He transitioned to management consulting at McKinsey and then spent seven years as an operating partner at Partners Group, contributing to operational transformations and serving on the investment committee. In 2022, he founded Swaney Group Capital, leveraging his extensive experience to build and grow industrial businesses.
Blusky Restoration, a prominent restoration and renovation company, was acquired by Partners Group and Kohlberg & Company in 2018. Over the first three years, BluSky Restoration experienced more than a fourfold growth.RKON's Managing Director, Jeff Laurinaitis, sat down with BluSky Restoration's CIO, Aaron Rich, to discuss private equity's IT approach vs. traditional companies, IT recruiting strategies in a tight labor market and outsourcing/insourcing in the service of scalability. Tune in to learn more about BluSky Restoration and their partnership with RKON.
Welcome back to the Alt Goes Mainstream podcast.Today's episode is one of evergreen importance. We talk with one of the pioneers in the evergreen fund space.Rob Collins, a Partner, Co-Head of Private Wealth, and Head of the New York office and a member of the Global Executive Board at Partners Group, a $147B+ AUM alternative asset manager, joins the podcast to discuss how Partners Group started the evergreen fund space in the early 2000s.Rob has deeply evolved perspectives on both evergreen funds and working with the wealth channel. He leads Partners Group's US private wealth and defined contribution practice and is President, Portfolio Manager, and Member of the Board of Managers of Partners Group Private Equity (Master Fund), LLC. He also chairs Partners Group USA's Investment Committee. He joined the firm in 2005, only 4 years after Partners Group was the first firm to launch an evergreen private equity structure.Rob and I had a fascinating conversation about what evergreen funds are, the mechanics of how they work, and why they can make sense for investors – both individual and institutions. We discussed:What Partners Group saw in the early 2000s that made them decide to create the evergreen private equity fund structure.Why it's taken the industry time to adopt evergreen funds.How to think about returns with evergreen funds.Why institutions — in addition to wealth advisors — have used evergreen funds.Why the time, money, and liability questions of private equity fund investments make evergreens a fit for many advisors.The importance of compounding and how it relates to evergreen funds.The challenges and nuances with managing evergreen funds.Why “life is too short for capital calls.”How does private equity go from being sold to being bought?What can the industry do to continue to remove pain points for the wealth channel?Thanks Rob for coming on the show to share your thoughts and wisdom on private markets and the importance of one of the biggest trends in private markets, evergreen funds. We hope you enjoy.Show Notes00:00 Introduction to Ultimus Fund Solutions01:18 Podcast Opening and Theme Song01:52 Welcome to Alt Goes Mainstream01:59 Introducing Rob Collins and Evergreen Funds02:24 Rob Collins' Background and Role at Partners Group04:18 Growth and Innovation at Partners Group05:46 Evergreen Solutions for Clients07:02 The Importance of Flexibility in Evergreen Funds09:56 Evergreen Funds vs. Traditional Structures11:38 The Rise of Evergreen Funds29:48 Challenges and Risks of Evergreen Structures30:01 Balancing Growth and Performance in Evergreen Funds34:57 Challenges for General Partners35:40 Expanding with New Products36:23 Trends in Private Markets36:56 Evergreen Funds and Private Companies37:27 Life is Too Short for Capital Calls38:52 Shift from Public to Private Markets40:24 Liquidity in Evergreen Funds41:50 Building a Resilient Diversified Portfolio43:05 Managing Investor Expectations44:26 Control in Portfolio Construction46:48 Positioning Evergreen Funds52:13 Evergreen vs. Closed-End Funds54:43 Innovating Asset Allocation Frameworks57:12 Educating Distribution Professionals01:00:26 Consultative Sales Approach for Evergreen Sales Professionals01:02:03 Future Growth in Private Markets01:03:47 Rob's Favorite Alternative Investment01:04:42 Conclusion and Final ThoughtsA word from AGM podcast sponsor, Ultimus Fund SolutionsThis episode of Alt Goes Mainstream is brought to you by Ultimus Fund Solutions, a leading full-service fund administrator for asset managers in private and public markets. As private markets continue to move into the mainstream, the industry requires infrastructure solutions that help funds and investors keep pace. In an increasingly sophisticated financial marketplace, investment managers must navigate a growing array of challenges: elaborate fund structures, specialized strategies, evolving compliance requirements, a growing need for sophisticated reporting, and intensifying demands for transparency. To assist with these challenging opportunities, more and more fund sponsors and asset managers are turning to Ultimus, a leading service provider that blends high tech and high touch in unique and customized fund administration and middle office solutions for a diverse and growing universe of over 450 clients and 1,800 funds, representing $500 billion assets under administration, all handled by a team of over 1,000 professionals. Ultimus offers a wide range of capabilities across registered funds, private funds and public plans, as well as outsourced middle office services. Delivering operational excellence, Ultimus helps firms manage the ever-changing regulatory environment while meeting the needs of their institutional and retail investors. Ultimus provides comprehensive operational support and fund governance services to help managers successfully launch retail alternative products. Visit www.ultimusfundsolutions.com to learn more about Ultimus' technology enhanced services and solutions or contact Ultimus Executive Vice President of Business Development Gary Harris on email at gharris@ultimusfundsolutions.com.We thank Ultimus for their support of alts going mainstream.
Tonight on Group Chat News we have some of the hottest stories of the week including Schools will have to start closing again, How TikTok's viral "no spend month" could come back to bite you, NYC is the worst city to start a career as a 2024 college grad, college graduates are struggling to find jobs and it could set them back for years, It's the Summer of the finance bro, Coffee and Tea Trends in All 50 States, we're carrying too much water and US consumers don't trust Temu, but still shop there, and Kendrick Lamar live in LA.
Send us a Text Message.Welcome to The Private Equity Podcast! In this episode, host Alex Rawlings is joined by Paul Swaney, Managing Director of Swaney Group Capital. Formerly with Partners Group and a veteran of McKinsey and Amazon, Paul dives into the intricate world of value creation from an operator turned investor perspective. He shares his journey from the military to the forefront of private equity, discusses the innovative use of media for business growth, and details the strategic operational frameworks that have shaped his successful career. Join us as Paul provides a deep dive into his approach to enhancing portfolio company performance and his insights on the pivotal role of transformation governance in private equity.Breakdown: [00:00] Introduction to Paul Swaney, discussing his transition from Partners Group to founding Swaney Group Capital.[00:10] How Paul uses media to enhance his Private Equity firm's outcomes.[00:22] Mention of a successful investment initiated from Twitter.[00:25] Overview of Paul's career and insights into his value creation strategies in Private Equity.[00:55] Paul provides a detailed background of his diverse experiences from military service to corporate roles and Private Equity.[01:24] Insights into applying lean system in a chemical plant and his recruitment by McKinsey.[02:21] Challenges of starting his own Private Equity firm during peak deal flow times and growing his team.[03:17] Common mistakes in Private Equity from deal processing to post-acquisition management.[04:45] Lessons from Partners Group and the importance of transformation governance post-acquisition.[06:04] Introduction to the Swaney Group Operating System, focusing on operational excellence.[07:30] Discussion on maintaining flexibility and strategic planning in business operations.[09:25] Paul's effective use of social media for deal origination and brand building.[10:24] Emphasis on the initial 100-day observational period post-acquisition to understand business intricacies.[12:16] Typical patterns observed in founder-led businesses and strategic advice for potential acquisitions.[14:43] Importance of strategic operational assessments in Private Equity investments.[18:27] Paul discusses leveraging media for enhancing visibility and deal flow in Private Equity.[19:25] Success stories from using Twitter for business development and investment opportunities.[21:17] Closing thoughts on the integration of operational systems within Private Equity to enhance performance.To connect with Paul, you can visit his LinkedIn profile at Paul Swaney LinkedIn.Thank you for tuning in!To get the newest Private Equity episodes, you can subscribe on iTunes or Spotify here.Lastly, if you have any feedback on the podcast or want to reach out to Alex with any questions, send an email to alex.rawlings@raw-selection.com.
“Grexit,” Greece dropping out of the Eurozone, seemed the most likely outcome of that country's debt crisis in the early 2010s. There were fears that Grexit would be followed by a more widespread splintering of the Eurozone. But Greece and its creditors came to an agreement that enabled the country to service its debt and contributed to its subsequent recovery (and the preservation of the Eurozone). In a striking turnaround, Greece was named the 2023 “Country of the Year” by The Economist magazine. Charles Dallara (Partners Group) recounts the resolution of this crisis, the Greek recovery, and his role in getting Greece and its creditors to come to agreement, in his new book 'Euroshock: How the Largest Debt Restructuring in History Helped Save Greece and Preserve the Eurozone,' which he discusses in this EconoFact Chats episode, along with the lessons of this experience for the current high-debt conditions today. Charles is Chairman and Advisory Partner at Partners Group. At the time of the Greek crisis he was the Managing Partner of the Institute for International Finance. Before that he spent nearly four decades working on international economic policy issues, including at the United States Treasury.
“Grexit,” Greece dropping out of the Eurozone, seemed the most likely outcome of that country's debt crisis in the early 2010s. There were fears that Grexit would be followed by a more widespread splintering of the Eurozone. But Greece and its creditors came to an agreement that enabled the country to service its debt and contributed to its subsequent recovery (and the preservation of the Eurozone). In a striking turnaround, Greece was named the 2023 “Country of the Year” by The Economist magazine. Charles Dallara (Partners Group) recounts the resolution of this crisis, the Greek recovery, and his role in getting Greece and its creditors to come to agreement, in his new book 'Euroshock: How the Largest Debt Restructuring in History Helped Save Greece and Preserve the Eurozone,' which he discusses in this EconoFact Chats episode, along with the lessons of this experience for the current high-debt conditions today. Charles is Chairman and Advisory Partner at Partners Group. At the time of the Greek crisis he was the Managing Partner of the Institute for International Finance. Before that he spent nearly four decades working on international economic policy issues, including at the United States Treasury.
On this episode of the Debtwired! podcast, Till Schweizer, Managing Director at Partners Group, joins Debtwire Europe's Jelena Cvejic to discuss the current demand and supply dynamics in the leveraged loan market, and CLO positioning in light of a generally strong market and an increasing number of underperforming credits.Till Schweizer has been with Partners Group since 2007 and has 18 years of industry experience. He is part of the Liquid Loans business unit, based in London, and a member of the Global Liquid Loans Investment Committee and Structured Credit Investment Committee.Schweizer reflects on the growing strength of the leveraged loan market and gives his outlook on upcoming loan supply and the revival of M&A activity.He then takes us through the evolving CLO landscape and shares his views on new CLO issuance, refinancing, resets, and liquidations. As we touch upon the effect of higher-for-longer interest rates on the sustainability of capital structures, Schweizer talks about positioning CLOs amid an increasing number of underperforming credits.He highlights the relevance of loan documentation features such as basket capacities and the ability to change governing law in cross-border transactions, given a recent increase in liability management exercises in the US. #leveragedfinance #leveragedloans #CLOs
Allen Hall, Philip Totaro, and Joel Saxum dive into the potential sale of VSB Group, Hydro Rein's acquisition of a massive wind portfolio, and Iberdrola increasing its stake in Avangrid. They also analyze Macquarie Capital's purchase of wind analytics firm ONYX Insight, providing expert insights on these pivotal moves shaping the clean energy industry. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us! Pardalote Consulting - https://www.pardaloteconsulting.comWeather Guard Lightning Tech - www.weatherguardwind.comIntelstor - https://www.intelstor.com Allen Hall: I'm Allen Hall, president of Weather Guard Lightning Tech, and I'm here with the founder and CEO oIntelStor,r, Phil Totaro, and the chief commercial officer of Weather Guard, Joel Saxum. And this is your News Flash. News Flash is brought to you by our friends at IntelStor. If you need actionable information about renewable projects or technologies, check out IntelStor at intelstor.com. Partners Group, a Swiss private equity firm, is exploring options including a potential sale for German renewable energy company VSB Group. The sale process could begin in the second quarter of VSB's valuation estimated between 3. One and two billion dollars, including debt. If the sale proceeds, VSB is expected to attract interest from infrastructure funds and utilities. The possible sale comes amid a drop in renewable asset values, although interest in the sector remains high, obviously, in the European Union and aims for about 42 percent of the block's energy in renewables by 2030. Phil, this is another sale, possible sale, in the billions of dollars. These numbers are huge. Renewable energy, although there's been a lot of pundits about renewable energy, it is still worth a lot of value. Philip Totaro: Indeed. And this is continuing to move along the same trend that we've seen recently in the industry, where you've got a lot of infrastructure funds now loading up on renewable energy asset owners, operators, developers, et cetera because they want to be able to have somebody with experience in the space. So it's certainly, a better strategy for them than, just developing greenfield projects themselves or partnering with somebody else to do that. And to be honest, a lot of the asset developers want to be able to sell off whatever chunk of a project they might still own by the time it's commissioned because they want the capital to be able to redeploy in building new greenfield projects. So you know, eventually you're going to start seeing more and more just like you do in other industries. And we've been talking about this on Newsflash. Joel's mentioned it numerous times about how. Infrastructure funds are just getting really, warmed up and excited about piling into these type of asset owners. Allen Hall: Hydro Rein, a Norwegian renewable energy company, has reached an agreement with Swedish developer IOWN Energy to acquire 80 percent stake in a 2. 4 gigawatt portfolio of wind power projects under development in Sweden and Norway. The portfolio comprises 23 projects in Sweden and two in Norway, all of which are in the early stages of development. Hydro Rein and IOWN will collaborate to advance these projects, engaging with local stakeholders and aiming to make their initial investments before 2030. Sweden and Norway active in renewables right now, a lot more than I thought they would be at this point. So they are stepping on the accelerator pedal again. Philip Totaro: Yeah, and this one's interesting because, Hydro Rein is obviously a utility company that has a lot of renewable assets alre...
The Crossroads podcast had a chance to catch up with Partners Group Managing Director and Global Co-Head of Business Development, Infrastructure, Irene Mavroyannis, to look at various GP trends in the infra market.Top of mind, Mavroyannis looks at why some GPs have shifted their strategy focus on the mega capitalization space over the last few years and what it has meant in terms of performance. Also, the Partners executive explores where fundraising is headed, how the LP denominator effect is still in play, surprise asset targets for 2024 and other issues.To listen to the Crossroads, click here.
In this throwback episode of Agents Influence podcast, host Jason Cass interviews Brenden Corr, Senior Director of Business Development at Loss Run Pro. Brenden discusses how their simple and easy-to-use subscription software service helps insurance professionals. Brenden and Jason also discuss the software's influence on Jason's agency. Episode Highlights: Brenden shares that he is an iPhone user and the last application he downloaded is about the NFL playoffs. (3:00) Brenden explains that he loves to win more than he hates to lose because he is competitive. (6:16) Brenden shares that he believes that luck got him to his position but his skills got him to understand the responsibilities of his position. (7:22) Brenden talks about the history of Loss Run Pro, how it was built, and its success in the industry. (14:46) Brenden elaborates on how Loss Run Pro was able to get the help they needed to build the system from betas and focus groups. (17:05) Brenden explains that having the ability to get direct loss runs from the carriers is the next step and the next direction of growth for them. (20:45) Brenden shares that they are redoing workflows to incorporate Loss Run Pro on a larger scale. (22:20) Brenden shares that he is currently reading a book about moods and how it affects our leadership ability. (25:14) Key Quotes: "We spent all of 2020 in betas and focus groups, but our focus groups and betas were with Graham Heffernan, you know, Conner Strong, the Partners Group, like all like some big hitters in the industry. And they helped build out the interface." - Brenden Corr "Having the ability to get direct loss runs from these carriers. You know, that's the next step. That's kind of the next 12-month roadmap for Loss Run Pro." - Brenden Corr "We don't need to do anything special. The platform is fantastic. So as you said, it's an agency platform. It's built around getting loss runs for new business." - Brenden Corr Resources Mentioned: Brenden Corr LinkedIn Loss Run Pro Reach out to Jason Cass Agency Intelligence
In the podcast episode "Inside the Rope" hosted by David Clark with Urs Wietlisbach, a co-founder of Partners Group a leading global private markets firm that since 1996, has invested over USD 200 billion in private equity, private debt, private real estate, and private infrastructure on behalf of their clients globally. The episode delves into the global impact and investment strategies of Partners Group, emphasising the importance of diversification and effective management in the realm of private investments. Urs shares his views on private equity, liquidity, and current market trends, offering a fresh perspective of the current financial landscape. A significant portion of the conversation is dedicated to Urs's family's dedication to philanthropy, particularly their active participation in the Giving Pledge. This aspect highlights the family's commitment to social responsibility and their approach to leveraging their wealth for broader societal benefit. The episode also explores the concept of impact investments, which Urs believes can achieve social good while ensuring strong financial returns. This discussion reflects Urs's holistic approach to business, where financial success and social responsibility are not mutually exclusive but rather complementary objectives.
Samantha Gleave, co-manager of Liontrust European Dynamic, discusses the fund's investment process, including how a company can qualify for its 'cashflow champions' watch list. The interview also touches on the importance of the macroeconomic environment, concerns related to energy prices, the impact of recession in Germany and why the fund is tilting towards value. She concludes with a balanced outlook on European equities, while also highlighting opportunities at the stock level in names likes Novo Nordisk, Inditex and Partners Group. What's covered in this episode: What is the Cashflow Solutions process?Why the fund is tilting towards valueAre there concerns about Europe's gas supply this year?Will Germany bounce back from recession quickly?Does the team prefer one country over the other in Europe?The strong momentum of InditexThe investment case for private equity business Partners GroupOutlook for European equities in 2024The importance of positive stock news, highlighting Novo NordiskMore about the fund: The Liontrust European Dynamic fund is a concentrated portfolio with 30-40 holdings, emphasising robust cash flows as the primary driver of returns from European companies. Its exceptional long-term performance is attributed to a collaborative, rigorous process and a flexible investment style that can pivot between value and growth based on market opportunities.Learn more on fundcalibre.comPlease remember, we've been discussing individual companies to bring investing to life for you. It's not a recommendation to buy or sell. The fund may or may not still hold these companies at the time of listening. Elite Ratings are based on FundCalibre's research methodology and are the opinion of FundCalibre's research team only.
Pete Karabas had a steady career in real estate. But he took a different path. Find out why. More about Pete Karabas:Pete Karabas is a Founding Partner at KEY Investment Partners, where he is responsible for origination, due diligence, and execution of investment opportunities in addition to developing strategic partnerships and fundraising initiatives for the firm. Pete is the Chairman of the Board of Directors of BDSA and sits on the Board of Directors of Front Range Biosciences, two of KEY's portfolio companies. Prior to founding KEY, Pete spent four years as a member of Partners Group's Private Real Estate Group where he was responsible for originating opportunities, conducting due diligence, and executing portfolio transactions. Prior to Partners Group, Pete spent three years at Equity Residential where he focused on the acquisition and asset management of Class A multifamily properties. Pete holds a BBA in Finance and Real Estate from the University of Wisconsin – Madison. Originally a Chicago native, he moved to Denver in 2016 to help build out Partners Group's U.S. real estate team. After seeing the growth in the cannabis industry first-hand, Pete pivoted his career to focus on connecting investors with early-stage cannabis companies.
In this fourth episode of season two of the Disruption Matters special miniseries, we delve into the complex interplay between digital transformation and human interaction in sales and marketing. While technology can add efficiencies, the importance of the human element in customer engagement remains an issue. The conversation covers the challenges and opportunities of tactical pricing, particularly in a volatile economic environment. Guests include Jason McDannold, partner and managing director at AlixPartners; Richard Liu, a partner in the enterprise technology and services arm of FTV Capital; Ben Russell, senior vice-president of private equity at Partners Group; Brit Yonge, an operating partner at Corsair Capital; and Jeremy Schein, a partner and member of the buyouts investment committee at Corsair. This episode is sponsored by AlixPartners
Steve Fisher/Strategy Partners Group Strategy Partners Group is an Atlanta-based team of experts who help companies overcome challenges to achieve desired corporate goals and complete successful equity transactions. Along with their highly reputable channel partners, clients benefit from their accelerated capabilities and their engaged team of experts to strategically support their clients' operational and financial […] The post Steve Fisher with Strategy Partners Group and Doug Brooks with LAZ Parking appeared first on Business RadioX ®.
Tiby Erdily didn't wait for his dream job to come to him, we went out and found it. This may have meant driving to schools he didn't attend, but he got the job. He was influenced by entrepreneurial parents, Top Gun, Pretty Woman, and San Antonio tacos. Hear his story. MORE ABOUT TIBY ERDILY At KEY Investment Partners, Tiby is responsible for structuring and leading investment opportunities, developing the marketing and client relations initiatives, driving firmwide strategic initiatives, conducting due diligence on deal opportunities, driving proactive outreach for deal sourcing opportunities, and leading co-investment syndication processes. Erdely championed and led KEY's first investment in BDS Analytics (‘BDSA') and championed the formation of KEY's advisory board. Erdely currently sits on the Board of Open Book Extracts, Katalys, Botanica and Day Three Labs, KEY portfolio companies. Prior to co-founding KEY, Tiby spent three years as a member of Partners Group's (SIX: PGHN) client solutions team, where he was responsible for raising flagship funds and sourcing opportunities. While at Partners Group, Tiby worked with the various deal teams learning Partners Group's approach to sourcing deals and conducting due diligence. Prior to Partners Group, Tiby spent four years with Goldman Sachs (NYSE: GS), working most recently for the Fundamental Equity team in Goldman Sachs Asset Management (‘GSAM'). Tiby was born and raised in San Antonio, TX and holds a BBA in Finance from The University of Texas at San Antonio where he graduated with honors. In his free time, Tiby enjoys skiing, traveling, hiking and live music. https://keyinvestmentpartners.com/
Steve Fisher, Strategy Partners Group (North Fulton Business Radio, Episode 699) Steve Fisher, one of the founding partners of Strategy Partners Group, joined host John Ray to discuss the work of SPG. Steve discussed the revenue “stalls” that many businesses face, structured growth plans, why it’s hard to delegate, how SPG serves its clients, success […] The post Steve Fisher, Strategy Partners Group appeared first on Business RadioX ®.
Steve Fisher, Strategy Partners Group (North Fulton Business Radio, Episode 699) Steve Fisher, one of the founding partners of Strategy Partners Group, joined host John Ray to discuss the work of SPG. Steve discussed the revenue “stalls” that many businesses face, structured growth plans, why it’s hard to delegate, how SPG serves its clients, success […]
In this episode, we speak with Robert Collins of Partners Group, where he serves as Co-Head of Private Wealth, Head of the firm's New York Office and a member of the Global Executive Board. Partners Group is a leading global private markets firm. Since 1996, the firm has invested over $200 billion in private equity, private debt, private real estate, and private infrastructure on behalf of its clients. The firm seeks to generate strong returns through capitalizing on thematic growth trends and transforming attractive businesses and assets into market leaders. Partners Group is a committed, responsible investor and aims to create sustainable returns with lasting, positive impact for all its stakeholders. Robert leads Partners Group's US private wealth and defined contribution practice and is President, Portfolio Manager and Member of the Board of Managers of Partners Group Private Equity (Master Fund). He also chairs Partners Group (USA)'s Investment Committee. Robert joined the firm in 2005 as a member of the Private Equity investment team and has 23 years of industry experience. Robert supports LUNGevity Foundation. To learn more about this organization click here. I am your host RJ Lumba. We hope you enjoy the show. If you like the episode, click to subscribe.
In this conversation we discuss both the changing nature of demand for alternative assets as well as their supply. Matt explains how CAIS is creating the bridge between the alternative investment firms and the wealth management community, whose portfolio allocations to these investments are a fraction of their institutional counterparts. Matt discusses the size of the market opportunity, how technology is enabling this rapid transition, and helping solve the problem of unequal access to alternatives. He talks about branding within this space, competition, regulation and how Mercers are providing core due diligence to introduce independence to the arena. The discussion then moves to how investors are re-appraising the traditional 60/40 allocation to bonds and stocks, to incorporate a wider portfolio including alternative investments. Sign up to our newsletter for more in-depth insights | Follow us on LinkedIn The Money Maze Podcast is kindly sponsored by Schroders Capital, Bremont Watches, and LiveTrade. We're also pleased to be highlighting & supporting GAIN as our 2023 Charitable Partner. RELATED IN-PERSON EVENT: On 16th-18th October, CAIS will be hosting its second annual Alternative Investment Summit in Los Angeles, at the Beverly Hilton. The event will attract over 500 independent financial advisors, along with some of the biggest names across alternative asset management, including Apollo, Ares, Carlyle, Franklin Templeton, Partners Group.
Today, we're happy to welcome you to David de Picciotto, Co-founder & CEO of Pledge, a climate software company helping decarbonise the logistics supply chain through its accredited and integrated platform. Founded in 2021 in the UK, Pledge is backed by venture investors including Zinal Growth, Lowercarbon Capital and Visionaries Club. Before Pledge, David worked for Partners Group, a global private equity firm, where he focused on growth equity investments and previously led International Expansion at Revolut, the UK FinTech. David is also the co-founder of media start-up iRewind, where he exited in 2016. David is also one of the trailblazing Sequoia scouts leading the charge in Europe
Not long ago we had the opportunity to sit down with the President and CEO of Freight Partners Group, Tom Burke and the Director of Sales, Drew Ramos. Freight Partners Group is a technology driven logistics company that assists large and small businesses who ship everything from small freight to big items just about anywhere. If you ship anything it might be a good idea to listen and then connect with our friends from FPG. Enjoy the conversation and learn more about their technology and mission. Thanks for listening! The award winning Insight on Business the News Hour with Michael Libbie is the only weekday business news podcast in the Midwest. The national, regional and some local business news along with long-form business interviews can be heard Monday - Friday. You can subscribe on PlayerFM, Podbean, iTunes, Spotify, Stitcher or TuneIn Radio. And you can catch The Business News Hour Week in Review each Sunday Noon on News/Talk 1540 KXEL. The Business News Hour is a production of Insight Advertising, Marketing & Communications. You can follow us on Twitter @IoB_NewsHour...and on Threads @Insight_On_Business.
In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Anja Ettel und Daniel Eckert über Lebenszeichen bei einer Gesundheitsaktie, den erbitterten Preiskrieg bei E-Autos und eine Insel der Stabilität mitten in Europa. Außerdem geht es um Merck KGaA, Brenntag, Mercedes-Benz, Porsche, VW, BMW, Telefonica Deutschland, Sixt, Citigroup, JPMorgan Chase, Wells Fargo, Blackrock, State Street, UnitedHealth Group, Nokia, Ericsson, Partners Group, Meta Platforms, Novartis, Roche, ABB, Richemont, Lonza, Zurich Group, Nestlé, Perrigo, Invesco FTSE All-World akkumulierend (WKN A3D7QX), Lyxor DJ Switzerland Titans 30 (WKN: ETF030), Xtrackers SLI (WKN DBX1AA) und DWS Aktien Schweiz LC (WKN: DWS0D). Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Kick-off Politik - Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. Mehr auf welt.de/kickoff und überall, wo es Podcasts gibt. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html
Description: This SHINE podcast interview is with my friend, colleague, and Chief People Officer Siminia Simion. In this interview, Siminia and I speak about a few very important themes. First we speak about how we can increase our conscious “inner game” skills to be skillful in asking for what we desire and negotiate anything. We talk about how we can embody skills of empathy and humility to be compassionate leaders during hiring and layoffs. I use a powerful coaching framework to guide Siminia in how to ask for more in a future negotiation. Lastly, we share important topics of what you can negotiate for in the initial interview and offer stages of a professional role. This inspiring episode will empower you to own your worth, identify and ask for the tangible and intangible needs you deserve. Episode Links: Simina Simion Ask for More Book by Alexandra Carter How to Ask for a Raise SHINE Links: Thank you for listening. Want to build a high trust, innovative, and inclusive culture at work? Sign up for our newsletter and get the free handout and be alerted to more inspiring Shine episodes Building Trust Free Gift Carley Links: LinkedIn Consultation Call with Carley Book Carley for Speaking Leading from Wholeness Learning & Developmen Carley's Book Executive Coaching with Carley Well Being Resources: Inner Game Meditations Inner Game Leadership Assessment Social: LinkedIn Instagram Website Shine Podcast Page Imperfect Shownotes Hi, welcome to the shine podcast. My name is Carley Hauck. I'm your host, this is the fifth season of the shine podcast. I started the shine podcast as a way of doing research for my book on conscious leadership in business. And you will find interviews with scientists, researchers and business leaders on the intersection of conscious inclusive leadership, the recipe for high performing teams and awareness practices. My book debuted in 2021 Shine ignite your inner game of conscious leadership and was voted one of the best books to read in 2022. By mindful magazine, I facilitate two episodes a month of the shine podcast. And before I tell you about the topic for today, please go over to Apple podcasts or your favorite podcast carrier and hit the subscribe button so you don't miss any future episodes. The focus of this season is on the essentials for wellbeing. And that encompasses the intersection of our personal well being the collective well being of our workplace, and how that fosters and nurtures the planet's well being they are all connected. I focus on well being this season, because I really want to crack the code and inspire folks to prioritize their individual well being and therefore that will transcend into the collective and the planet's well being. And I have developed a inner game leadership assessment that I gave out to 100 different leaders last year. And the leadership assessment is based on the framework of the inner game, which is what we're cultivating on the inside to be conscious leaders. And it shows up on the outside when we cultivated the certain qualities. And two of the nine leadership competencies that were lowest from the sample of 100 leaders were psychological and physical well being. Therefore, that is why we are focusing on well being and if you're curious about where your strengths and gaps are, around the qualities to become a conscious leader, you can take the assessment and find out your score for free. I recently opened to the assessment tool to the public and the link will be in the show notes. Now on to our episode. I am so excited to have this conversation about how to ask for more. And really wonderful practical tips for negotiation. Samina. Thank you so much for being here. Arlie thank you so much for having me. I'm excited to chat with you today. Well introduce yourself to all of these wonderful listeners. So my name is Amina I, I am a mom, I'm a wife. I am a people leader in the tech world. And I'm also an immigrant. And I came to this country about 13 years ago with big dreams and a passion to add value. And here I am today hopefully being hopeful that I've learned a lot and I grew a lot as a person and as a leader. Thank you and what country did you emigrate from? I was born in Romania. Mm hmm. Lovely. Well, we connected because of the people tech Partners Group that I have been kind of Yeah, just immersed in the last year so many incredible people leaders in that group. And then I also found out that you were good friends with an pal who is another shining light leader in my life. So I'm again just really happy that we've been able to foster this new connection and relationship and I am going to just tee up the podcast a bit so folks know what we're going to be talking about. So Samina and I are going to speak about some of her inner game conscious leadership qualities that have supported her to be the incredible chief people officer that she is. And we're going to talk a little bit more about what has been challenging for her as a CPO, especially given the current economy and the future of work climate. And then we're going to run through a negotiation conversation, that will be me being the coach. It's one of the wonderful hats that I wear. And then really working through a framework that is going to be something that you can apply to yourself, or to support somebody else as they're trying to figure out their negotiation terms for a new role. Or frankly, it could even be how do you negotiate buying a new house or car or a conversation with your partner? I mean, it's all clickable. And then we're going to talk about what kinds of things can we negotiate for with roles at the beginning and even you know, when the offer has been given? And specifically, what should female executives be asking for Samina is also going to share some tips. And then at the very end, I will record this coaching framework that Sumeet and I are going to roleplay together so it's packed, it's going to be so great. And let's go ahead and start. So the intersection of this podcast really talks about conscious leadership, high performing teams awareness practices, Samina, I know you're a bit familiar with the framework of conscious leadership that I've developed, there's nine different qualities. And you have read my book. So what leadership quality do you feel is your strongest and which one is an opportunity for growth? Great question. And I feel that resilience is one of my strongest qualities. And probably the second after that is empathy. And the third is humility. But I'll talk about resilience a little bit more. Yeah, it started from, you know, early age, when I realized that I needed to be courageous in order to grow. And I took a few steps, including the one to relocate into a completely new country and start from scratch my career, my community, and realized very early on, that is not always a smooth sailing. And you're going to experience turbulences, and I'm a big fan of Brene, brown, and I like to, to share this point of view with folks that I'm coaching and folks that I work with, you're not going to experience growth, if you're afraid of embracing the suck. And in order to experience that growth, it's it's worth knowing when it's too early, to move away from a situation. I'm a big believer, especially as a female executive, that there are different rules around when executives are departing, departing a company and a role. Ideally, you're never running away, when it's hard. Ideally, you, you stick to it, and you try to solve the problems that you're seeing in front of you and continue to add your value in terms. In times of turbulence, I think that's one of my main qualities. And the thing that helped me experience the most growth in my career, you're probably seen by looking at my profile that I like staying for a long period of time, especially in tech that rarely, a lot of people are staying for five, six years, I've experienced that at least once and experienced a couple of three years Steens in you, especially at a startup, you see a lot of changes. And those are great opportunities to learn and understand how a business is evolving and how you are evolving as a leader. So that I would say that that's probably my my, my main superpower. And the second one that I care deeply about as a people leader and as a leader, as an as a leader in general is empathy is really trying to understand how others are feeling and what is their perspective, to be able to craft programs, Paulus's interventions that make sense, and they don't feel disconnected from the reality. The third one that I think it's a non negotiable, it's humility. It's it's humbleness, and humility. Knowing that you can do it all you it really takes a village to build something exceptional. And you need to have the strength and self awareness to realize that you cannot be good at everything. And it's okay and highly recommended to hire and build teams around you with people who have the qualities that you don't or they're passionate about the things that you might be passionate but you might not have the superpowers to do them really, really well. And that's what I've no Based on how I conduct myself and how I how I like to continue my path as a leader, thank you. To summarize, even though you did it so well yourself, out of the nine different ones, you have listed resilience, which the way you're describing it. And the way that I actually talked about in the book is a growth mindset. You know, how is this challenge for me? How is it a gift, what am I going to learn from it, and then empathy and humility and humility to your point is really about asking for support, you know, acknowledging your vulnerability that you don't know everything, and then asking people to come in and join you and, and help delegate those things that you don't know, so that you empower other people to step in and create this incredible culture. Thank you. What about one that is an opportunity for growth, right now, I've thought about this for quite some time, and an opportunity for growth is carving out time, for my well being, there is a tendency to constantly prove the world that you can do more faster, better, smarter, but what I've learned on my own by experiencing, you know, sometimes challenging times is that if you don't recharge your batteries, you're not gonna go too far, I have a tendency to jump all in. And I had a tendency to really want to see results immediately prove value, as soon as possible. But what I've learned through hard lessons is that you can't control it all. And even if you dedicate yourself 150%, to something, there are so many variables at play, there is no guarantee that just by working hard and doing all the right things, and being always on something that's gonna be successful. As we evolve and grow as human beings, our identity is becoming a well rounded identity, you're not only the professional who works in tech, you're the man who you know, educates and takes care of other human being and how they're going to behave in this world, you're a partner to someone you are a daughter, into someone, a member of the community, there are so many opportunities to give back and add value, the way you see yourself and define yourself should not come only from one angle. So with that in mind, while I will always want to excel in what I do, I'm also becoming more and more aware of the multiple roles that I'm assuming in this world and how I'm showing up in all of them. Because it has to be a balance, it has to be a work life integration, it has to be moments when you give more on one side, and when you give more on the other side, depending on what's happening in life. And that's what I'm trying to transition into and feel good about the fact that you're not always going to be your best self or on your best foot on on your top game, depending on what's happening in life. And that's okay. I hear you are nourishing the well. So that you have what you need to then bring your best is a growth opportunity. And so that actually goes into the next question that I was going to ask that I know you and I have talked about, you know, off the record, which is one of the bigger challenges I think that people like yourself in your role have been navigating with the current economy and future of work is there have been a lot of layoffs. And so, being that you're a leader that leads from love that has a lot of empathy. How have you navigated in your career, how to really send people off with care and compassion, because I've talked to lots of folks and leaders and people that have been the ones that have, you know, delivered it and have been on the receiving end, and it's typically not done with a lot of consciousness, but I know that you do it differently. So share a little more on that. How are you taking care of yourself and then being able to take care of these people in the most graceful kind way that you can under the circumstances, right? Yeah, no, and I'll start with the beginning. As a leader, you always join the company thinking about how the company is going to grow, how to build the businesses gonna succeed, how the great people you have on board are going to grow in their careers and grow as as professionals and as human beings and Then something happens. And it, especially in the last few months, or in the last few years, if we think about the pandemic, where things are not going, according to the plan, no matter how hard everyone is trying, the economy is turbulent there are headwinds in the market. And sometimes you need to make very hard decisions. And some of those hard decisions involve cutting people cutting jobs. And throughout my career, and I've been doing HR for more than 15 years internationally. In Europe, in the US, I work with companies based in in Asia, I found that no matter how much exposure to situations like this, you have as a people leader, if you lead from a point of love, and care and empathy, it's going to be very hard to not be emotionally impacted by something like this. I remember the first layoff that I had to do in the US it's happening, at least in my career, it happened more often after I relocated to the US, and I started to be a people leader. And I remember thinking about how these people have houses, they need to pay for the houses, they have children, they have family members, they need to take care of, they need to put food on the food on the table, they need to pay their bills, and I was thinking, wow, losing your job is one of the most dramatic, traumatic experiences someone can have. And the fact that the company is not growing fast enough, or it doesn't optimize stores profitability fast enough, or it needs to look better on paper for whatever is going to happen next, it doesn't make the impact of these decisions, less stressful for the people on the receiving end. So as a people leader, I've always thought about if I would be in these people's shoes, and by the way it can happen at any point in anyone's careers, what would be my preference in how I would like to be treated? What will mean to me that I'm being laid off with respect, where I still keep at least some of my self esteem, that I've built throughout the years in my career, in what will help me land in the best possible way on my feet, right? And I thought about it. And I talked to people that was questions, who were let go senior professionals, folks in the beginning of their careers. And I looked at the data on how much savings people have in the US if something like this happens. And the reality is that not a lot of people have a lot of savings to count on. And I really try to think about a couple of things, one, from an economical perspective, what is a decent package that's going to help people land on their feet, given that it takes between three to five months to find a job. Yet, it seems like in Dec is around three months, even now with distributed market, because a lot of new jobs are being created. So that's one variable that went into the model. The second one was one, the economical terms are being approved. And there is some, you know, safety net for at least two or three months, and there is health insurance on the table as well. Because unfortunately, America is a country that does not offer that by default, and you have to pay for it. And it's quite expensive. Then I went into how do we communicate? How do we communicate with care with empathy? How do we make sure that everyone feels that they're still respected on their way out, even though we need to share some pretty terrible news? How can we make sure we partner with the employees who are being terminated to equip them with the skills that they need to apply for unemployment to revamp their resumes to prep for the interview, it's really hard to have your confidence that after being laid off, and we're talking in this market about multiple rounds of layoffs, I have friends and people who are very close to me and my family who got laid off multiple times, once in COVID, one or two times now, that takes a toll on self esteem, how you're showing up in the world. Let's not even go to negotiating an offer you're hoping to get over all you can even think about asking for more optimizing for the best possible result. Totally. I'm always thinking about one, give them the package that it's going to provide a softer landing, landing to make sure they have health insurance. Three, make sure you communicate with empathy and care for prep them for what they need to do ideally in the first week or month after a layoff make sure people are equipped on how to get their benefits back on employment, how to claim Cobra and then really help rebuild that confidence by looking at the resumes the LinkedIn profile, practicing interviewing, introduced introducing people of two companies looking for great talent so that everyone can, as quickly as possible get back on their feet. It's a traumatic experience. And if as leaders, we don't do it with a lot of care, it's going to backfire. And it's not going to help one the company is not going to help the brand is not going to help help the leaders attract new team members, when when the market gets better, is not going to help the society in general, To bring myself into the mix of this, I started interviewing and applying for internal director and VP roles and learning and development in 2020. And it is now 2023, there were two offers and 2020. They were rescinded because of layoffs. So for me being that I'm still in it, still interviewing, still applying some of what I've experienced is that there are 1000 people to the one role that I'm applying for, I had a job tell me an employer rather tell me that they had 4000 plus 4000 people applied to the role that I applied for. And so, you know, depending on your industry, because there's not a lot of learning and development people even though they are so we need to equip leaders with the right tools to lead the organization. But it, it's trying, so I, you know, I can definitely relate, and I think some of your tips are really helpful. So let's move into our negotiation conversation. Let's pretend that you are getting ready to have a conversation because you've been given an offer. And I'm going to wear the hat of coach and this is a framework that you can apply to any negotiation that you're having. But I'm just gonna tee it up. So Samina, it's so great to see you. I'm so excited for you that you have this new offer that you're considering. And tell me a little bit about the context, what is the offer? What do you feel excited about? And then we'll go from there. I'm very excited about the offer that I just received, because it's for a company that solves hard problems. I see the signs of really healthy culture. It seems that a company is financially stable, especially in this market, and they have enough runway. And it feels like there is product market fit and the company can continue to grow. If if they execute according to the plan. So that excites me quite a bit because that means we can create more jobs, we can really scale or what we're offering to the market here in the US, potentially internationally. It's really creating the foundation for building something that is intentional, and it can scale intentionally, and really create that force multiplier in delivering business results. So that's what excites me. I'm also excited about the terms of the offer. Let me let me just paraphrase quickly what I heard you say. So I hear that you're very excited about this offer for a few reasons. One, it's a company that is solving hard problems. And I hear that that is really motivating for you you want to work for a purpose driven organization, I also hear that there is a healthy culture on the inside. So the leaders that are leading it are conscious, and you want to work with that type of leadership, and be able to really contribute. I also hear that they have a runway that allows them to be able to be secure, you know, financially stable in this economy in this market. And therefore you can scale intentionally did I miss anything you did not spot on. And you were about to elaborate a little bit more something else you feel excited about tell me and I feel excited about the economics of the offer because I find them being fair. And I'm saying fair for a reason. I care deeply about fair. Of course I care about optimizing a really good offer and really good terms but as a people leader, I'm also keeping an eye on internal equity among peers, making sure that you know while is the right type of offer for the valid right I bring it also that doesn't, you know break the stability internally because that's that's another problem then that can be created and It's pretty painful to solve for once it's there. So I'm looking at a lot of the things and while you know the monetary aspect is important, and don't get me wrong is very important. And life is expensive right now, there are other elements of an offer that make it an absolute no brainer. What I'm hearing is there's tangible needs, and there's intangible needs that would make this a yes. Like an absolute Yes. So what do you need that's tangible? And what do you need? It's intangible. I think from a tangible perspective, you need to make sure that you're fairly compensated, you're compensated at the market. And now here, hopefully, it's going to be an easier conversation in the next few years, because of the pay Transparency Act. Really good progress, really good momentum is not a black box anymore. When you start applying and interviewing with companies, you kind of know, you know, where they are, what are the bands, so you know, is it for me, or if it's, or it's not, for me, for example, if you're in California, and you interview for a leadership role, and they pay you 100k, you're probably going to say this is not for me, I cannot afford to leave here, right? So that that simplifies the conversation quite a bit. Now, every company is different, every company has a different philosophy in terms of pay, some companies are going to pay your 50th percentile, others are going to pay your 75th percentile, others are going to be more aggressive on the variable, others on the on the base, it different flavors, right. But at the end of the day, if it's fair, if it's market for the role, how much funding they have, if they're a private company, how much ARR they have done all of that, you kind of know where you are, and what ballpark. Now the non tangible things are very important when it comes to the new reality after COVID. What kind of life do we want to have as people and as professionals? What is more valuable to me? Or what is the environment that really works for my life? And how I want to craft my life? Am I an in person, type of professional or I'm a remote type of professional? Do I value to have flexibility? Or do I value routine and being in the office every single day? Because that's the environment that that I'm thriving in? And that's how I build connections, and there is no right or wrong answer. I don't believe in one size fits all, I don't believe that only remote is the way to go. And I also don't believe that only in office is the way to go. I think there are different situations, different businesses, and particularities that are helping leaders make the decision if it's in office, or if it's hybrid, or if it's remote, right. But a lot of candidates have preferences. And they've done it both ways. And people feel strongly about it still did seems like the opportunities are not as many as they used to be for the remote roles. And a lot of the companies are starting to bring people back to in office five days a week or hybrid. But if you ask in your negotiation come conversation about remote like how would you ask that very openly? What is the what is the culture at Company X? What is the expectation right now? Do we have what is the policy? Right? Do we think the policy is gonna change if it's going to change? Is there a framework in which the leadership is going to make the decision for example, I remember when we started COVID, at one of my previous companies, and I told people and I promise, I'm not going to promise the model is not going to change, I can't promise that I don't know how the world is going to evolve. I don't know what's going to be needed from a business perspective. But what I can promise is that I'm not going to surprise people with two weeks notice that up starting two weeks from now, we're going to be back in the office. And I promised all the invoices that we're going to give them and each other a six month heads up to be able to adjust and change our lives accordingly to either adjust to the new reality that we are trying to create or to vote with our feet and say, this is probably not the right fit for me and where I am in life today. Therefore, it's probably better for me to depart the business. Yeah, totally. I'm going to ask you two more coaching questions. And I know that this is probably going to be something we'll continue to talk about and something that I'd love for you to even journal about. But we're getting clear on what are the tangible what are the intangible needs? And then I want to ask, what is your concern? What What concerns do you have about this role? And then lastly, like what would make this an absolute yes for you? Should I start with the concerns? Yeah, let's go there. Ah, Mmm hmm. That's such an interesting question. It really depends on the company and the stage of the company. So it's really hard to, to answer it without having a clear example in front of me, right? Talking about hypothetical businesses. But the examples are mostly around the opportunity in front of you, as a leader in front of me as a leader, in what skills are needed to nail that stage of growth, or turbulences, or whatever is happening in the company, I would be very interested in what is the next stage of growth after the current one? And do I have the potential to grow and scale with the company because I have a clear idea in my mind that I'm open to be challenged by other leaders in the industry that executives are a great fit for a particular stage of growth. And after that, it needs to, you know, a little bit of a self assessment needs to happen to really ask yourself, am I the right leader for the next stage of growth in this company or not? And that takes a lot of courage and self awareness, to be able to, and humility to be able to have that conversation with yourself. But every time I'm looking at an opportunity I'm looking at, can I get can I grow and scale with the business? What if they grow really fast? Why did they grow Not so fast, and they experienced a lot of turbulence is how much resilience? Do I need to show? And at what point and right like, How much am I willing to be in that turbulent time? How long is it going to be right? I think that goes back to the psychological and physical well being the balance of it all. What are you saying? Yes, yes, exactly. Exactly. And that's a good, that's a good internal conversation to have with yourself as a candidate, to really run towards something and not to run away from something. Yeah, I'm a big believer in when someone starts a new role, when you're looking at the non tangibles, and obviously, the tangibles as well. At the end of the day, to feel really good about the opportunity and to know deep down inside your soul that you're running towards something. Because if you're running towards something, no matter how hard it is, no matter how many turbulences you're going to experience, no matter how good of a fit, you are for the next three stages of growth, and maybe you're great for one or two, and you need to fire yourself before stage three, because the company needs a different type of leadership, you're going to do it with a lot more passion, if you don't find those connections. And at the end of the day, being passionate about something, it's probably one of the strongest predictors. I've seen in my in my entire career journey. Now what can break a decision or what will make a decision a no brainer in someone in my role in my shoes, or in your shoes, it comes back to the chemistry between the leadership team or between you and your manager. There are so many flavors of the ice cream at this level, especially when it comes to leadership roles in everybody. All a lot of people got to leadership roles, because they've done great work in their careers. They accomplished a lot. They worked hard, they worked hard. I don't think at this level, it comes a lot to do you have the skills to do it. It's about how you do it. How do you how do you invite the other partners to your table so that you can make progress together? Influence and collaborate? I hear? Yeah, I think it comes down to that. And it comes down to that chemistry between the people working together. So it sounds like you're getting really clear on the tangible and the intangible. And then also what I'm hearing is, what would make this a total? Yes, is the chemistry of the other leaders. So they're dating. Both ways. And in order to be ready to marry someone, both sides need to do their due date a few years. Yes, but both sides need to do their due diligence and to make sure that why the moral compass of the other party to how they operate best when they are best on or when they are not at best. And you know, what kind of master sometimes shows up if they're stressed or under resource or you know, all sorts of things that can happen in organizations. Probably that's the most important factor that I'm taking into into consideration when saying yes, and going to the altar with with a new company. Yeah, yeah. Thank you for sharing all of that. So in the last couple of minutes and I'll I'll share this framework of some of these questions that I asked semina at the end. So you want to listen all the way to the end. So you get those questions you can actually ask yourself, or you can ask another person that is also negotiating something important in their life. But what are some tips that you might give to anyone listening but especially to female executives? What can they start to negotiate in the initial interview stages? And what can they negotiate that you would recommend? You know, during the offer, and the early interview stages, I would clarify the tangibles. I would make sure I get as much clarity as I as I can around those aspects in the late stage of an interview the offer stage, I think it's time the industry to normalize the fact that executives meaning VPs and above should have some protection in place, right. We've seen rounds and rounds of layoffs. We've seen consolidations, we've seen a lot of headwinds, and turbulence is happening in the market. And it's still not common to see severance clauses as part of the all of the executive contracts. Well, I live in California. And I don't know if this applies to executives, but California is an at will state. So they can they can let you go for any reason, even if you didn't do anything wrong. So that doesn't create a lot of security in me as someone that really wants to get married. If you want to be a prenup, yes. And also, if you want to be the executive who's gonna mention the unmentionable in the room who's gonna have the crucial conversation? So it's gonna challenge the status quo. You can't really have those if you're thinking well, do I have money to put food on the table for my kids? Do I have money to pay my mortgage or my rent, when I'm thinking about getting married with someone meaning in this case, starting a new job as a leader, there is a lot of risk on both sides, right? The companies want to get it right. You want your leadership team, ideally, to encompass your core values to model the right behaviors to really drive the business forward. As a leader, you want to make sure that you're not going to be micromanage, you're gonna be respected for your opinion, and the expertise that you're bringing to the table, you also want to be able to challenge the status quo nicely, you're gonna require psychological safety, it's not just a check in the box, that's one of the very first things that I assess, and you got to build at the beginning. Totally. So when you want to have psychological safety, but also move the needle forward, challenge the status quo, I find it hard to be able to address it and addressable. When you're thinking about, well, do I have money to provide food for my family to pay for the house to take care of the kids are other people you need to take care of as a as a as a human being, when that variable is taken care of. And you know that no matter what happens, you're going to have a little bit of a softer landing, because it takes about six months on average to find your net next executive gig, the psychological safety that that relationship, and that pre negotiated contract creates for VPS. And above. It really benefits really beneficial for both parties involved in this, of course, the company is going to protect itself in a similar way. You you know you're going to assess performance, you're going to have OKRs, you're going to measure it if people are not hitting the goals, obviously, you're going to make the hard choices, and you're going to let people go but a found that it's easier to build that psychological safety. If there is clarity around if this doesn't work out. What are what are both parties getting out. Right? What's Yeah, totally. What is our agreement? What is our agreement, having those hard conversations up front are so important. So that's what I'm hearing is a really big takeaway. That's what you can start to have in the interview process, like you're assessing for that. You know, what happens when things get messy? is psychological safety a check in the box or not? Can we have these hard conversations and people still want to be kind and collaborate? And then what are our agreements when things get messy, you know, which isn't doubtedly going to happen because we can't control so that's kind of what I'm hearing. Go ahead. There's there's one good example of this work is the negotiation phase before you decide if it's a yes or if it's a no, that's providing a lot of insight into how the future relationship is going to be. How can you work together to solve a challenge and you're coming from On slightly different angles here, you're trying to meet somewhere in between. And are you approaching this? How are you having those crucial conversations without breaking the relationship by a fair fairness is a key value for you. Yeah. Samina this was so helpful. I imagine it's going to be helpful for so many people not only just talking about how do we support people in layoffs kindly, but also how do we negotiate in a way that is really empowering ourselves and making sure that we're setting ourselves up for success? Thank you so much. And if there's anything else you want to leave our listeners Feel free, we will be linking your contact in the show notes. And if there's anything else you want me to send out, please let me know or share it with folks right now. The only message I have for for people listening to the podcast is knowing their value and not being afraid to ask for what is fair. And what's their worth. It's doesn't come natural, it doesn't come naturally for if you're a woman in tech, if you're a female executive, if you're a minority, but it's the absolute right thing to do. And there are mentors out there. And I love mentoring people on how to do it gracefully, and change some of the practices in the industry. So thank you so much for having me, I love this conversation. And I hope we can meet again and continue our chat. I love it, we will. I am loving this conversation. And as we prepare for this podcast interview to come to a close, I'm going to leave you with three things that will really help you to embody the confidence to ask for what you desire, and what you deserve. And if we don't ask for it, we have no opportunity to receive it to receive it. So I'm going to break this down into three parts. One, I'm going to lead by example, and make a bold request so that I can receive what I desire and what I'm deserving. And hopefully that will be an inspiration to you. Number two, I'm going to share the coaching framework that I used with Samina to help her discern what was her negotiating power and and what were her concerns and what did she really want. This is something you can journal about for yourself, or you can utilize it with others to help them in their negotiations. And this can be applied to anything that you're negotiating for. And then number three, I'm going to share what you can actually negotiate for in the new opportunity and professional path that you are seeking. Alright, you ready? Here we go. So I have had the great privilege and opportunity to serve some wonderful companies, leaders and teams in my business in the last decade. LinkedIn, Pixar, Clif Bar, Asana, capital, one Bank of the West, and then tech adventhealth, I am so grateful. And since 2020, I have known I wanted to join in an internal capacity in directing learning leadership team and org development. And it's been a crazy couple of years in the job market and in the world at large. And I am having some incredible conversations with folks right now exploring the right opportunity. But at the end of the day, it's all about the right fit. And you might be asking, Why do I want this, I want this because I know that this path is where I can create the most influence and have the deepest positive impact with the internal people in the company and therefore, what the company is actually doing in the world. And I'm here to influence business to be a force for good in the world. So if you're an executive search or in the C suite, or you're working for a company where you just think Carly needs to be here we need Carly we need her wisdom and her passion and her skills. Then reach out to me I would love to know your challenges so I can help you can reach out to me on LinkedIn or you know just ping my website there's there's lots of links in the show notes and how to get in touch. If you also are aware of a role that is coming up that hasn't been posted, and you think you know I could help in a full time or fractional capacity reach out. I would love to help and love to have that conversation. Number two, let's go over the negotiate Shin coaching framework that I use with Samina. Now, these are things that you can ask yourself, you can journal about, or you can actually roleplay this with another person. So first you want to share the context, what is the role? Or what is the thing that you are negotiating for? And then if you're doing this with another person, you want to summarize what you heard them say, summarizing what you heard them say, not what you think you heard them say, right? This allows people to feel heard and to feel seen. And we all want that. And then after you summarize that, you also want to say, Did I miss anything? And that gives them an A chance to elaborate or clarify, then you want to actually follow up with another question and you ask them, What do you need? What are the tangible and intangible needs? And it might even be helpful to ask them, what would this look like if you had these needs met? Right? Because then, then the person might even recognize that they didn't need that, or they want something different? And then you would ask them, What are your concerns and asking for more, this is where the fear might come in. Or they recognize that there are parts of this role or parts of this opportunity, that aren't quite aligned. And then you would ask them, okay, so now that you've gotten clear, what's the next step? And as a coach, you always want to hold that person accountable to the next step. So you might say, how do we check in about this next step? Right? Okay. So that's the coaching framework. And again, this can be applied to yourself, or to someone in your life. And then the next thing that is really going to be helpful for you, if you're exploring a new role is to understand what you can negotiate for in the interview. Ultimately, your satisfaction hinges less on getting the negotiation right and more on getting the job, right. So you want to really understand for who are your teammates? Who's your boss? What's the work life balance look like? How is this going to be a full guest for you? So here's some things that you can negotiate for. So you want to ask about the remote policy in this company. And you heard Samina and I talked about that, you want to ask about whether there's bonus pay and equity. You want to know if there's matching money. So for example, maybe you've worked in other roles where you are accustomed to a 12% match, what is the match in this iteration? You want to know what the vacation policy is? Is it three to four weeks? Can it be reevaluated after the first week of service? Do you have the option to do any side work? If that's a passion, like maybe you have a podcast that you want to have outside of this scope and responsibility? You might want to ask for that. If you need to be in an office or in the same time zone? Do they offer relocation pay? If professional development is important to you probably is especially if you're listening to this podcast, then how do they support you in your personal and professional development? What is the stipend for that? Is there a certification that you want or a conference that you'd really love to go to every year? Ask for all of us upfront? What's the health insurance coverage? Ask about travel, if you have to travel for work, whether it's domestically or internationally. We all know travel takes a toll on the body, mind and soul. So perhaps there's a negotiation upfront where you can say if I'm traveling to a different timezone or internationally, Can I tag on a couple of days where I can actually enjoy the city before I have to rush right back? Right? Find out if there are any partial clauses for times of separation, where it is not your fault for the reason that they're having to let people go as mean and I were talking about earlier in the interview. And then you might also want to ask if there might be a retention bonus after the first year. And one of the questions I also really love to ask is how will I know that I'm being successful in this role, and that's not necessarily negotiation, but it is in a certain sense of what is expected of me in the first month in the first 60 days, 90 days, like really getting clear on that with the hiring manager with the senior people leaders. The other thing that's a negotiation, qualifier for me is how much sponsorship are you getting from the senior people leaders because that's going to allow you to actually have more influence and be more successful. Okay, those are some of the things that I think will be really helpful for you in navigating, asking for more. So how are you going to ask for more whether it's at work, or it's at home? If you enjoyed this episode, please give me a five star review, share it with friends, family or colleagues on LinkedIn. We're all in this together and sharing is caring. I have some incredible interviews coming on in the podcast in 2023. So make sure you subscribe. And thank you so much for tuning in.
SRI360 | Socially Responsible Investing, ESG, Impact Investing, Sustainable Investing
Philipp Mueller is Chief Executive Officer of BlueOrchard, a leading global impact investment manager and member of the Schroders Group, that connects millions of entrepreneurs in emerging and frontier markets with investors. Philipp joined BlueOrchard in 2018 from Partners Group, where he served in a number of capacities in Switzerland and in the UK, most recently as Senior Vice President of Investment Solutions. Phillipp holds an MBA from ETH Zurich and a master's degree in Law from the University of Zurich.During today's discussion, we discuss Philipp's time as an Officer in the Mountain Infantry during his time in compulsory military service in Switzerland. Philipp shares how after completing his Masters degree in law he decided to pursue a career in finance instead and he discusses the reasons behind his eventual transition from traditional finance to impact investing, shedding light on his motivations and choices.We discuss Philipp's role as CEO at BlueOrchard, the company mission and how they prioritize making a positive environmental and/or social impact, while still achieving market rate financial returns. Philipp explains what microfinance means, its potential to advance financial inclusion, and shares some real life examples of microfinance impact. We speak together about blended finance and how this can change the risk return profile of certain investments in order to attract more private investors, and we look at the broad range of BlueOrchard's investor profiles and the potential benefits of investing in microfinance as an asset class. Philipp shares his views on the role of advancing technology in impact and microfinance and much more.Please Note: This interview was conducted on 17 May 2021 - AUM and other facts & statistics cited in this episode will have evolved.Show notes: https://sri360.com/podcast/philipp-muellerAbout the SRI 360° Podcast: The SRI 360° Podcast is focused exclusively on sustainable & responsible investing. In each episode, Scott Arnell interviews a world-class investor who is an accomplished practitioner from all asset classes. In my interviews, I cover everything from their early personal journeys—and what motivated and attracted them to commit their life energy to SRI—to insights on how they developed and executed their investment strategies and what challenges they face today. Each episode is a chance to go way below the surface with these impressive people and gain additional insights and useful lessons from professional investors. Connect with SRI 360°: Sign up for the free weekly email update: https://sri360.com/newsletter/ Visit the SRI 360° PODCAST: https://sri360.com/podcast/ Visit the SRI 360° WEBSITE: https://sri360.com/ Follow SRI 360° on TWITTER: https://twitter.com/SRI360Growth/Follow SRI 360° on FACEBOOK: https://www.facebook.com/SRI360Growth/
Andreas Holzmueller and Luke Chapman represent Partners Group, an investment firm that canvasses buyouts, real estate, infrastructure, and private credit with $135 billion under management, $71 billion of which is in private equity. Breitling is one of the leading Swiss watchmakers, founded in 1884 as a pioneer in aviation-focused technology, and which today, is positioned as a casual, inclusive, and sustainable luxury brand. Our conversation covers Partners Group's thematic approach, Breitling's long history, and its characteristics as a luxury brand business. We discuss Partners' initial purchase of a minority stake in the business, its path to buying a controlling stake, and plans to grow the business from here. For full show notes, visit the episode webpage here. Learn More Follow Ted on Twitter at @tseides or LinkedIn Subscribe to the mailing list Access Transcript with Premium Membership
Our guest for today's podcast is David Ng, who is a Vice President at Avante Capital Partners, a boutique private credit firm with approximately $1 bn in AUM that harnesses the power of diversity and challenges the status quo. David joined Avante in 2022 and is responsible for identifying, underwriting, executing and managing investment opportunities. David has over 10 years of middle-market debt and equity experience. Prior to Avante, David worked as a Vice President in Partners Group's NYC office, where he was responsible for originating, underwriting, structuring, and managing middle market credit investments across a diverse range of industries. Prior to Partners Group, he spent his formative years at Nomura and KPMG. David is a member of AAAIM's Norman Mineta co-hort program and we look forward to all the great things he will continue to do in his career and for the industry. Without further ado, here is our conversation with David Ng.
Partners Group's Adrien-Paul Lambillon and G2 Venture Partners' Valerie Shen discuss why ESG is important to them and look at how the industry can make progress.
It's been a minute since we focussed on PE and retirement plans. To dive into this I have Dan Cahill of the private equity firm Partners Group, one of two firms that took the initiative to seek guidance from the DOL on the utilization of PE in 401(k) plans. We dive right into, what the significance of the information letter in 2020 was, what has transpired since then, the investment case for and against PE and how plaintiff's attorneys are viewing things. A lot of great stuff, I learned a lot, hope you do as well. Guest BIo Daniel Cahill is part of the Client Solutions Americas business unit, based in New York. He is responsible for fundraising and business development for Partners Group's strategic US DC initiative. He has 19 years of industry experience. Prior to joining Partners Group, he worked at Neuberger Berman, where he was most recently in charge of strategic planning and business development for both retirement and subadvisory platforms. Before Neuberger, he worked at Putnam Investments where he served as relationship manager interfacing with intermediary platforms, mainly in the private bank and wirehouse space. He holds an MBA and a Master of Science in Finance from the Carroll School at Boston College as well as a bachelor's degree in finance from Boston College, Massachusetts, USA. He is also a CAIA charterholder. 401(k) Fridays Podcast Overview Struggling with a fiduciary issue, looking for strategies to improve employee retirement outcomes or curious about the impact of current events on your retirement plan? We've had conversations with retirement industry leaders to address these and other relevant topics! You can easily explore over 250 prior on-demand audio interviews here. Don't forget to subscribe as we release a new episode every other Friday!
Kent Thiry is one of the most admired and accomplished leaders in the country. For many years he was CEO and Board Chair of Davita - and now he is a philanthropist, a friend and a trusted advisor to high potential CEOs, politicians, environmental activists, and rising stars. Thiry also works closely with top private equity firms including KKR and Partners Group. During this conversation, Thiry is completely vulnerable and comfortable in his own skin - sharing with us crucible experiences - that both tested and shaped his leadership mettle. For example, Thiry shares with us his recent horrifying experience with the U.S. Government which accused him of conspiracy - violating the Sherman Act - charges which he was completely and quickly exonerated. Importantly, Thiry explains what he learned from this agonizing experience, and imparts wisdom for any aspiring leader who will themselves inevitably confront terrifying challenges - and who will need to dig deep, develop resilience, and lean into their core values. This is what leadership in today's unpredictable world requires - and there is simply no better mentor or sounding board than today's guest. www.imperfectleaders.com
Bloomberg Radio host Barry Ritholtz speaks with David Layton, who is the chief executive officer of Partners Group, a global private markets firm with more than $135 billion in assets under management. Layton, who joined Partners Group in 2005, leads the firm's executive team and global executive board and is also a member of the global investment committee. He was previously the head of Partners Group's private equity business department. See omnystudio.com/listener for privacy information.
In this episode of Agents Influence podcast, host Jason Cass interviews Brenden Corr, Senior Director of Business Development at Loss Run Pro. Brenden discusses how their simple and easy-to-use subscription software service helps insurance professionals. Brenden and Jason also discuss the software's influence on Jason's agency. Episode Highlights: Brenden shares that he is an iPhone user and the last application he downloaded is about the NFL playoffs. (3:00) Brenden explains that he loves to win more than he hates to lose because he is competitive. (6:16) Brenden shares that he believes that luck got him to his position but his skills got him to understand the responsibilities of his position. (7:22) Brenden talks about the history of Loss Run Pro, how it was built, and its success in the industry. (14:46) Brenden elaborates on how Loss Run Pro was able to get the help they needed to build the system from betas and focus groups. (17:05) Brenden explains that having the ability to get direct loss runs from the carriers is the next step and the next direction of growth for them. (20:45) Brenden shares that they are redoing workflows to incorporate Loss Run Pro on a larger scale. (22:20) Brenden shares that he is currently reading a book about moods and how it affects our leadership ability. (25:14) Key Quotes: "We spent all of 2020 in betas and focus groups, but our focus groups and betas were with Graham Heffernan, you know, Conner Strong, the Partners Group, like all like some big hitters in the industry. And they helped build out the interface." - Brenden Corr "Having the ability to get direct loss runs from these carriers. You know, that's the next step. That's kind of the next 12-month roadmap for Loss Run Pro." - Brenden Corr "We don't need to do anything special. The platform is fantastic. So as you said, it's an agency platform. It's built around getting loss runs for new business." - Brenden Corr Resources Mentioned: WEBINAR: MARCH 29th 2:30-3:30MST (Join here) Brenden Corr LinkedIn Loss Run Pro Reach out to Jason Cass Agency Intelligence
Studies have found that 40-60% of high-performing employees fail or underperform when appointed as managers within their first two years on the job. Such situations are costly for both the managers who fear demotions or lose out on salary increases and promotions, as well as the organizations that lose talent and productivity.The cause of this high rate of failure is due to the vast majority of new managers never receiving the leadership training they desperately need to succeed in their role.Ramona runs The Leadership Accelerator, a 12-week program that coaches first-time managers to become confident and competent leaders who deliver results and who people love to work with.Through the program, she has helped hundreds of new managers at startups and leading companies — including Google, Twitch, Asana, Lionsgate, and Dropbox — successfully transition into leadership roles.Before becoming a leadership coach, Ramona worked at Partners Group, a global private markets firm with $127B in assets under management and over 1,500 professionals across 20 offices worldwide. At the firm, Ramona moved from a Junior Financial Analyst to Vice President in under six years.
Jordan Youkilis is Wells Scholar. He had a stable career in private equity. Then he dropped it to start a cannabis investment fund. What was he thinking? Listen and find out. At KEY Investment Partners, Jordan is responsible for developing due diligence strategy, leading co-investment syndication processes, writing blog posts and driving proactive outreach for deal sourcing opportunities. Jordan led KEY Investment Partners' investments in springbig, HERBL, XS Financial and LivWell. Prior to founding KEY, Jordan spent four years as a member of Partners Group's Private Equity team responsible for sourcing investment opportunities, conducting due diligence, and executing lead, control leveraged buyout transactions for companies between $500 million and $2.5 billion in enterprise value. Prior to Partners Group, Jordan spent four years with GE Capital predominantly in Leveraged Finance, underwriting debt facilities for business services companies in lower-middle market buyout transactions. Jordan was born and raised in Cincinnati, OH and attended Indiana University as a Wells Scholar, majoring in Economics & Political Science. Jordan is a Leafwire Expert Contributor. https://keyinvestmentpartners.com/ https://open.spotify.com/show/64U3AJsCHAuY6Bw24v10eo?si=b3fb734465ed491d&nd=1
improve it! Podcast – Professional Development Through Play, Improv & Experiential Learning
Are you transitioning from an individual contributor role to a leadership position? If yes, you're in for a treat. If no, you're in for truth nuggets aplenty to add to your toolkit. In this episode, Erin brings on leadership coach, Ramona Shaw, to give you five EASY steps to go from peer to manager in no time! In this episode, you will hear: The biggest mistake first-time managers make Key leadership habits to become a confident leader Five tangible steps to make a seamless transition from individual contributor to leader Show Links: Want to get your team Hybrid Hyped? Check out this free download Send us a voice message here! Did today's episode resonate with you? Please leave us a review! About Ramona Shaw: Studies have found that 40-60% of high-performing employees fail or underperform when appointed as managers within their first two years on the job. Since the vast majority of new managers never receive the leadership training essential for success in their role, high rates of failure result. Such situations are costly for both the managers who fear demotions or losing out on salary increases and promotions, as well as the organizations that lose talent and productivity. In response to this issue, Ramona Shaw runs The Leadership Accelerator, a 12-week program that coaches first-time managers to become confident, competent leaders who deliver results and who people love to work with. Through the program, she has helped hundreds of new managers at startups and leading companies — including Google, Twitch, Asana, Lionsgate, and Dropbox — successfully transition into leadership roles. Before becoming a leadership coach, Ramona worked at Partners Group, a global private markets firm with $127B in assets under management and over 1,500 professionals across 20 offices worldwide. At the firm, Ramona moved from a Junior Financial Analyst to Vice President in under six years. Connect with Ramona Shaw: Instagram LinkedIn Connect with Erin Diehl: Instagram LinkedIn improve it! TikTok Improve it! Instagram Improve it! Facebook improve it! website Book a Laugh Break Book a Workshop Email Erin: info@learntoimproveit.com “I love this podcast and I love Erin!!” If that sounds like you, please consider rating and reviewing this podcast! This helps Erin support more people – just like you – move toward the leader you want to be. Click here, click listen on Apple Podcasts, scroll to the bottom, tap to rate with 5 stars, and select “Write a Review.” Then be sure to let Erin know what you loved most about the episode! Also, if you haven't done so already, subscribe to the podcast. That way you won't miss any juicy episodes! Thanks in advance, improve it! Peeps :)
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