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Restructuring Compensation And Roles To Align For Growth

CFO News Room

Michael Kitces is Head of Planning Strategy at Buckingham Strategic Wealth , a turnkey wealth management services provider supporting thousands of independent financial advisors. In 2010, Michael was recognized with one of the FPA’s “Heart of Financial Planning” awards for his dedication and work in advancing the profession.

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Transcript: Julian Salisbury, GS

Barry Ritholtz

What was the original career plan? SALISBURY: Honestly, I didn’t really have a long-term plan. SALISBURY: Yes, I’d love to tell you there was some great master plan. We just get to focus on assets and asset risk management. RITHOLTZ: I’ve been looking forward to this conversation for a long time.

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Transcript: Greg Davis, CIO Vanguard

Barry Ritholtz

DAVIS: A big part of it is really around when there’s more complicated corporate actions that are happening that entail a level of risk. There’s conversations that happen with our risk management department to make sure we’re comfortable in terms of what kind of exposure that creates in the fund.

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Transcript: Ted Seides

Barry Ritholtz

Was that the plan or was he just going to announce it? That was never part of the plan, didn’t happen. It’s part of their own tax planning. RITHOLTZ: So hold the duration risk aside with those two, but just for an investor in treasuries, I know you’ve done the math before. SEIDES: Oh no.

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Transcript: Luis Berruga, Global X ETFs

Barry Ritholtz

And before that, Morgan Stanley, doing technology and operations planning for the wealth and asset management group. It has to be such a different set, the retirement planning is different, the safety net is different. I think 401(k) plans are starting to use ETFs more broadly. BERRUGA: You know, great question.

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Transcript: Sean Dobson, Amherst Holdings

Barry Ritholtz

Imagine setting up a platform with, you know, in 32 markets that has to buy each individual home and execute a CapEx plan on a 30, $40,000 CapEx plan on a home. And so the other thing is, is that, and I think it’s our core risk management culture, is that we think that till risk is way more probable than everyone else does.