Remove 2005 Remove Communication Remove Valuation
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John Furey On How Multi-Billion-Dollar RIAs and Private Equity Are Reshaping the RIA Landscape

Steve Sanduski

Carving out a place for your firm is going to require a new level of clarity around both strategic planning and how you communicate what makes you unique to your team, clients, and prospects. Why there is a disconnect between the valuation level of private advisory firms and publicly traded firms.

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Transcript: Joe Barratta of Blackstone

The Big Picture

In the short run, there can be distortions in public market valuations as we saw in 2001 and we saw prior to that in 2007, and prior to that in 2000, in ‘99. BARATTA: I think it was 2005, when we started to look at in China and in India, in particular, and also Japan. BARATTA: Yeah. In the long run. When did that beckon? BARATTA: Yes.

Assets 162
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Transcript: Graeme Forster, Orbis Investments

The Big Picture

Then the volatility and, and the valuation makes an enormous difference. They understand that, they recognize it and you know, we’re always communicating with them to sort of help them through those periods. But it makes a big, big difference to your long-term outcomes if you can just avoid those big losses.

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Transcript: Steve Case

The Big Picture

But thankfully, the next decade, things really accelerated in terms of the growth of the company and growth in the valuation, things like that. Initially, it was started in 2005 and it was called Revolution, but it was just my capital. Hayes, the communications modem company was in Atlanta, Georgia. Dell was in Austin.

Startup 173
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Transcript: Kathleen McCarthy

The Big Picture

And interestingly, I’m happy to come back to these things I learned in helping companies through mergers, particularly around things like communications and shareholder relations, and employee engagement that have now served me really well, couple decades later in my career. MCCARTHY: Different perspective, just flip it around.

Assets 162
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Transcript: Sean Dobson, Amherst Holdings

The Big Picture

It was a wild ride because by the time you got, well, so in 2005, we went on a road show trying to tell people what we had learned, and there wasn’t a lot of reception. And in the 2000 at the 2005 conference, it’s kind of wild. Maybe the market hadn’t priced something properly. Sean Dobson : It was a wild ride.

Banking 147
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Transcript: Mike Freno, Barings Chairman and CEO

The Big Picture

But really in 2005 I made that, that shift to, to, to Babson and, and really still doing what I was doing focused on, on, you know, fundamental fixed income analysis. Yeah, Mike Freno : I would say communications was key and it, it was, it was much more regular speaking to the entire company as opposed to, you know, episodic.

Assets 147