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Introduction For asset owners, the investment performance function effectively serves the Chief Investment Officer (CIO) and Risk, both of whom have a vested interest in overseeing and optimizing the fund’s total performance and maintaining a cross-asset class view. The lack of access to complete and reliable data from asset class silos can hinder cross-firm evaluations
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Balancing Art and Science: Returns & Benchmarking Processing for Asset Owners
In the first paper of our asset owner series, we explored the unique business drivers, valuation methodologies, and considerations for private market and external manager processing. Now, in our second installment, we shift our focus to returns and benchmarks.
Asset owners often invest across a diverse mix of private and public market asset classes. But should the same return methodology be applied to both the asset class and the total fund level? Are there acceptable deviations?
Sophisticated benchmarking capabilities are essential for accurately consolidating returns at the total fund level. The complexities of substitution and benchmark specific overrides present challenges driven by various underlying factors. What are these factors, and how can best practices help overcome these challenges? Read on to discover our perspectives and practical solutions
Cash Drag or Collateral-Derived Alpha: The Choice Is Yours
Generating alpha is hard enough, so why let cash drag stifle returns? With derivative-laden portfolios in a high-interest rate environment, collateral presents opportunity to improve returns. The decade-long period of low-interest rates created detrimental habits with a default cash collateral model. Asset owners face challenges in diversifying collateral beyond cash due to existing infrastructure that
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Charting the Course: Enhancing Performance Through Effective Private Market and External Manager Practices
Asset Owners¹ play a pivotal role in the institutional side of the investment landscape, utilizing capital markets to fulfill the long-term needs of beneficiaries. Their objectives are intricately tied to liquidity requirements and investment horizons, overseen by stakeholders such as Boards, Trustees, and Investment Committees. Given the diverse asset classes involved, a blend of internal
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Data Mesh – Investment Industry Trend or Unicorn?
Recently, we attended a financial data industry event and listened to one company after another share their experiences in their data governance and management journey. That day, we learned that only a few had moved forward with a data mesh save for leaders in the industry. Those leaders shared their implementation stories, and we will share this question with you. What came to our minds at the time was whether Data Mesh was a unicorn in the investment industry. Is the self-service data platform a myth or a reality? With that question in mind, we spoke to several firms at the gathering and interviewed others afterward to learn about the data mesh ‘state of the union’ in the investment industry.
by Andrew Jacob, CFA
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Attribution for Asset Owners
While much has been written about attribution in the context of individual asset classes, the asset owner confronts a much more complex scenario. In the interest of maximizing return/risk payoff (often subject to external mandates, liability streams, and risk constraints), asset owners frequently diversify their total fund amongst multiple asset classes: equity, fixed income, hedged
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Natural Allies: Investment Performance and the Data Office
This paper proposes that Investment Performance was (and in many cases, is) the original Data Office where governance issues come to a head. If this logic is true, starting a Data Governance effort with Investment Performance takes advantage of a natural ally already positioned to solve those very problems. This natural alliance may be the most efficient mechanism to understand the strengths and weaknesses of an enterprise’s existing data strategy and potentially advance efforts to resolve them rapidly. Starting with that premise, this paper looks at how a new or revamped data governance program would benefit from either starting at the end of the investment value chain – Investment Performance – or by aligning the Data Office and Investment Performance under the Chief Data Officer (CDO). As many Meradia projects intersect Data and Investment Performance, this paper highlights the synergies and overlap between these functions.
by Laurie Hesketh, CIPM, PMP
Andrew Jacob, CFA
From Complexity to Efficiency – Modernizing Data Pipelines
In the fast-paced world of investment asset management, accurate and timely data is crucial for informed decision-making. Data pipelines serve as metaphorical vehicles that facilitate the movement of data from its source to delivery points. Traditionally, investment asset management firms have relied on multiple pipelines for different data sources, resulting in complex and cumbersome processes. This paper explores the concept of modern data pipelines in investment asset management, their advantages over traditional pipelines, and best practices for their implementation.
by Andrew Jacob, CFA
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Investment Performance Is a Data Management Challenge
Investment Performance transformation projects are notoriously difficult. Why? Investment Performance is, at its core, an enterprise data function in disguise. Its role in enterprise data management is so prevalent that the maturity with which a firm’s Investment Performance function manages this data functions is typically a bellwether for the operational efficiency of the firm generally. Performance and analytics, done well, consume an astounding array of internal, external sources and often a combination of the two. In addition, you’ll be hard pressed to find any department in the firm that doesn’t want to consume its outputs and scrutinize its conclusions. Investment Performance transformations are difficult because they necessarily require evolution for the firm’s enterprise data assets and can impact nearly every department.
by Laurie Hesketh, CIPM, PMP
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The Cost of Reactive Controls
In today’s investment operations, errors are an unfortunate fact of life, and asset managers must have a comprehensive controls framework in place to manage them effectively. However, when an error occurs, the tendency for most firms is to react by implementing manual controls rather than taking a holistic approach to assessing their overall framework. This reactive approach can lead to an over-saturation of controls, resulting in lost productivity, increased costs, and an increased risk of human error. In this paper, we explore some of the hidden costs of manual controls and identify four key risks that firms should consider when implementing a new control.
by Jill Stassel, Senior Consultant
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