Remove Quantitative Analysis Remove Technology Remove Valuation
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Transcript: Richard Bernstein, CEO / CIO of RBA

The Big Picture

And I think the people involved at the time would agree with this, that in institutional investor, there was a quantitative analysis slot. So no technology, no growth firms, nothing. And then number three is gonna be sentiment and valuation. Now, sometimes people say sentiment and valuation, why are they together?

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Transcript: Kenneth Tropin

Barry Ritholtz

There are a lot of technologies that people use that we use. You know, some of those technologies can include having multiple signals and multiple time horizons. RITHOLTZ: You guys do everything from quantitative analysis to macro. But you know, we have a lot of technology to support all of that. TROPIN: Yeah.

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Transcript: Edward Chancellor

Barry Ritholtz

Railways were this revolutionary technology that was going to change the world, going to change civilization, the speed with which people — roughly at the same time, remember Mary Meeker of Morgan Stanley — RITHOLTZ: Sure. What valuations will we place upon the house that we’re purchasing? CHANCELLOR: Exactly.

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Transcript: Savita Subramanian

Barry Ritholtz

They were both steeped in technology. And one of the worst performing factors has been valuation. And I think that’s wrong because valuation does matter. You know, it matters over a longer time period than maybe just the next day or two 00:30:10 [Speaker Changed] Valuation matters. My parents were both in high tech.

Finance 57
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Transcript: Richard Bernstein

Barry Ritholtz

So I was hired to be the quantitative analyst. Quantitative analysis was really starting to gain momentum and everybody thought they needed a quant of one form or another. So obvious question, it’s 1990, technology is about to explode, how do you help a value manager short of saying, psst, go buy growth?