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Transcript: Steven Klinsky

Barry Ritholtz

September 13, 1981, I think the 10-year Treasury was 15.84 percent 10-year Treasuries, it is nowhere near kind of the situation. There was XO Communication and McLeod. KLINSKY: Well, that’s why I tried to say my first day at work, intra-10-year Treasuries were 15.8 The highest interest rates in U.S. RITHOLTZ: Yeah.

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The Latest In Financial #AdvisorTech (December 2022)

CFO News Room

In most cases, this involves asking the prospective client questions about both the technical needs of their situation (to ensure the advisor has an expertise match), along with questions about their communication and style preferences (to ensure the advisor has a relationship match). Or will the greater driver be ‘personality matching’ (e.g.,

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Transcript: Graeme Forster, Orbis Investments

Barry Ritholtz

So I, I did a math degree at Oxford, which is more pure math. You know, pure math can be very theoretical and detached from the real world, and it’s getting worse. It’s just math stick to it over long periods of time. And the 10 year yield of A A A J G B or or a or a, a treasury or a bond.

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Transcript: Ted Seides

Barry Ritholtz

SEIDES: And I’ll tell you a story that’s fun about the communication of it too. So you go back a couple of years and you could say, “Well, what return is available buying a treasury?” ” It wasn’t that they didn’t communicate that. Both people are kicking money in. SEIDES: Correct.

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Transcript: Greg Davis, CIO Vanguard

Barry Ritholtz

And when you think about translating the S&P 500 PE to an implied equity risk premium by looking at the 10 year treasury yield, you’re 200 basis points below what it’s been for the last 10 years. And until they decide to communicate a different message, that’s what the market is going to continue to follow.

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Transcript: Rick Rieder

Barry Ritholtz

But since you mentioned getting return on the risk you take, how do you think about duration when the three-month Treasury is more or less the same or better than the 10-year? RIEDER: It’s funny you said that because, listen, I think we’ve gotten to the place where there actually is too much communication. RIEDER: Yeah.

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Restructuring Compensation And Roles To Align For Growth

CFO News Room

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