PIMCO Education

Delivering Alpha: The Value of Professional Advice

Watch as John Nersesian, head of advisor education, discusses how financial professionals can identify, measure, and communicate their significant contributions and outcomes to their clients. Interested in continuing education on the topic? Visit pimco.com/advisoreducation.

More from this section

Read Transcript

TEXT ON SCREEN: PIMCO

TEXT ON SCREEN: PIMCO EDUCATION, Delivering alpha: The value of professional advice with John Nersesian (11 minutes)

TEXT ON SCREEN: PIMCO provides services only to qualified institutions and investors. This is not an offer to any person in any jurisdiction where unlawful or unauthorized. The information presented in this video is intended for use with investment professionals only. Some references in this recording may be region specific, dated and not applicable for all viewers.

TEXT ON SCREEN: John Nersesian, Head of Advisor Education

Hi, I’m John Nersesian, head of advisor education at PIMCO. Thanks for joining us today. We’re going to be discussing a really important issue. It’s delivering alpha, the value of professional advice, the benefits that clients derive in working with competent advisors like all of you.

I believe that there are really two important qualities that we need to possess if we want to continue to grow and manage an effective advisory business.

TEXT ON SCREEN: TITLE – Imperative qualities for financial professionals

IMAGE: Icon of a bar chart with six bars, arranged in a staggered pattern; underneath is the phrase “Seek to deliver competent, deep financial expertise”

The first is obvious. We're responsible for delivering the competent, deep financial expertise that clients demand in making their financial decisions today.

But there’s a second quality that’s equally important above and beyond delivering this kind of high value advice.

TEXT ON SCREEN: TITLE – Imperative qualities for financial professionals

IMAGE: Two boxes are side by side, with the one on the left containing the same icon of the bar chart, with text underneath reading “Seek to deliver competent, deep financial expertise.” On the right, another box has an icon with an open hand, palm facing upward, with three plus signs floating above it. Underneath it reads “Define the value of professional advice.”

We have to allow clients the opportunity to appreciate the value of the advice we provide. Let’s make sure that we’re effective at both in order to deliver a great experience for our clients.

I believe that there’s a disconnect. Most investors, if we asked them or called them today, would suggest sure,

TEXT ON SCREEN: TITLE – ­­The disconnect: What clients think their advisors do for them.

IMAGE: Line art drawing of a man and woman, side by side. A bubble callout appears, containing the phrases “Asset allocation” and “Investment guidance.”

I seek out financial advisors to help me with the basics of asset allocation and investment selection, and that is the general stereotype as to what each and every one of us provide to our clients.

But I know that what you do goes well beyond that, and while investment management is often a cornerstone of that advisory relationship, great advisors like all of you go above and beyond. We provide our clients with a number of ancillary benefits that collectively produce great outcomes for our clients.

TEXT ON SCREEN: TITLE – ­­The disconnect: What advisors actually do for their clients.

IMAGE: Line art drawing of a man and woman, side by side on the left-hand side. A callout box appears on the right-hand side, listing ancillary benefits: business planning, charitable giving, education, insurance, estates, family governance, loan credit management, retirement, risk management, tax considerations, and wealth transfer

We help them not only with their investment management but with tax minimization, with appropriate lending guidance, with strategies on how to fulfil their charitable giving, family governance, risk mitigation. The list of services goes on and on.

Clients are looking for more today. I mean, think about the evolution of our role. Think about the evolution of our industry. Clients demand that their financial advisors help them with more than just investment management guidance.

We’ve examined that the services required or desired by today’s wealthy families, and we’ve compared that against what’s traditionally provided. Take a look at the list of services.

TEXT ON SCREEN: TITLE – ­­The evolution of advice; SUBTITLE – The gap: Services expected vs. services received

IMAGE: A horizontal bar chart appears, with a vertical list of 16 services. Each service has two bars, one showing the percentage of clients expecting it, and another for what percentage of clients receive it. For each service there’s a gap. Financial planning tops the list, with 96% of clients expecting it, with another bar showing only 70% receiving that service. The second bar shows 96% of clients expect wealth transfer advice while living, but only 24% receive it. For trust services, it’s 96% versus 24%. For business succession planning, it’s 80% versus 1%. Only investment management shows a relatively small gap, with 95% expecting it, and 88% receiving it.

Clients today of course want counsel on investment management, but they also want advisors who can help them solve for their liability management function, business succession planning, their corporate benefit programs, risk mitigation, lending capabilities, and tax minimization.

So then the question might be, why do today’s wealthy clients choose a financial advisor? What are they looking for?

TEXT ON SCREEN: TITLE – ­­The evolution of advice; SUBTITLE – Top factors when choosing an advisor

IMAGE: The figure is a bar chart showing six top factors when choosing an advisor. A bar on the left shows how 73% cite as a top factor “Provides transparency in interactions,” the tallest bar in the chart. The next bar shows how 67% say a top factor is “Takes time to understand needs goals, and risk tolerance.” The other bars are as follows: 66% say “Provides prompt follow-up on requests,” 61% say “Explains financial analysis in a clear, straightforward way,” 59% say “Keeps an eye on portfolio and reaches out when there are problems or opportunities,” and 59% say “Performance of investments relative to the overall market.”

Well, the technical competency, of course, is an important characteristic, but competency in and of itself is not enough. Today’s clients want to work with advisors who they know care about them, who demonstrate empathy, who take the time and the energy to understand not just their financial circumstances but their goals in life, their concerns, the purpose of their wealth, and the ultimate legacy that they’d like to leave behind.

There’s more to this business. There’s more than what we can do to help our clients than simply managing financial pools of capital. How do we quantify the benefit of the work that we do? Well, there have been a number of studies done on that exact subject.

TEXT ON SCREEN: TITLE – Communicating your value; SUBTITLE – Breakdown of estimate value of financial advice per year in the U.S.

IMAGE: The figure is a table listing eight advisor functions in the left-hand column, and estimated value of financial advice for each as estimated by Morningstar, Vanguard and Envestnet studies. For example, Morningstar’s estimate for the value of financial planning advice and dynamic withdrawal strategies is 0.70%, while Envestnet’s is 0.50%. Morningstar estimates 0.67% for asset class selection, compared with Envestnet’s 0.28%. Vanguard estimates lower cost investment selection to contribute 0.45%, while Envestnet estimates 0.82%. The chart also breaks down estimated values for system rebalancing, tax-efficient withdrawal ordering, asset allocation, behavioral coaching and tax loss harvesting.

Morningstar, Vanguard, and Envestnet all identified a number of various advisor functions that each contribute to successful investor experiences. And in their attempt, they actually quantified the value that an advisor delivers to the individual client.

I’m a big believer that the greatest cost to today’s investor is not the nominal fee that we charge them for the financial counsel we provide. In many instances, the greatest cost to today’s investor is the cost of the mistakes they would make, the uninformed decisions, that they would reach without professional guidance or help.

We’ve provided some examples of the kind of work that you do that maybe you take for granted but collectively provide great value to your clients.

The first is portfolio rebalancing. That disciplined methodology that you use to help keep clients on track, to make sure that their portfolios don't drift unintentionally, that their risk exposures don't automatically elevate during periods of strong returns.

TEXT ON SCREEN: TITLE – The potential benefits of professional advice; SUBTITLE – Portfolio rebalancing illustration after a market decline.

IMAGE: On the top left of the image, a pie chart shows an initial allocation of $1 million in January 2008, comprised of 30% fixed income, 25% large growth, 25% large value, 10% small cap and 10% international. A table in the top middle shows the losses for each asset class for the year 2008, while a pie chart on the top right indicates the asset allocation in January 2009: 42% fixed income, 20% large growth, 21% large value, 9% small cap, and 8% international. A table on the bottom shows the amounts needed to be shifted in the 2009 portfolio to reach the target allocation.

Portfolio rebalancing is tough because it requires the investor to do what is emotionally difficult but financially productive. We know that portfolio rebalancing can add to return, plays a significant role in reducing overall volatility, but maybe the greatest benefit of your involvement in instilling a portfolio rebalancing methodology is the discipline that it provides.

Successful investing is counterintuitive. It feels good to add money during periods of market strength, and sometimes we become afraid during periods of market weakness. Portfolio rebalancing requires me to stay true to my intended asset allocation mix and to ensure that my activities and decisions provide long term benefit.

Second example that I’ll provide is family governance. I know, for many investors, the primary focus is earning, saving, investing in order to accumulate enough capital to achieve their financial goals: education funding, retirement planning.

But at some point in our clients’ life, there has to be more to the equation.

TEXT ON SCREEN: TITLE – The potential benefits of professional advice; SUBTITLE – Family governance—choices and the effect on children

IMAGE: Governance is broken down into three columns representing different types of choices: financial, intellectual choices and spiritual/emotional. Each is represented by an up/down arrow pointing to good choices up top, and poor ones on the bottom. “Financial acumen” is at the top of financial choices, while “uncontrolled spending and trust-fund babies” is shown at the bottom. “Goal-driven” and “focus” are at the top of the intellectual-choices column, with “lack of direction” and “conspicuous consumption” at the bottom. “Independence, wealth generation, confidence and gratitude” top the emotional/spiritual column, while “lack of self-esteem,” and “entitlement” are at the bottom.

They seek our counsel to make sure that their money has purpose, has value, for not only themselves but for the people they care about.

Many successful advisors have begun to incorporate a component or an offering that includes family governance, the potential to educate children to acquire not only the financial skills required to effectively manage capital but also to adopt the values that are important to the family.

Here’s another example of the great benefit that each and every one of you provide that collectively helps improve investor outcomes.

TEXT ON SCREEN: TITLE – Behavioral Guidance considerations

IMAGE: A line graph shows the fluctuations of a $100,000 portfolio from 2006 to 2010. Working from a base of $100,000 in 2006, it peaks at almost $120,000 in the first half of 2007, and bottoms around $90,000 in early 2008. The market recovers by 2010 to $111,694. Along the trajectory, the chart indicates various emotions of the investor. Those who panicked and sold near the bottom and bought back in after much of the recovery achieves a portfolio worth of just $93,320 in 2010. The chart also uses bars to show monthly inflows and outflows, with the latter being the greatest in early 2008. Three bulleted items are listed, showing how investors favor recent returns, follow trends, and chase performance.

We call this behavioral guidance, and we’ve provided you with an example as to how investors are often affected by many behavioral biases including recency, the temptation to over allocate capital to investments that have done well recently while ignoring the longer term trends or opportunities before them.

It’s more comfortable to add money to asset classes after periods of recent strong results, and it’s probably satisfying to liquidate investments after periods of underperformance. Successful investing, however, is counterintuitive, and it requires discipline and emotional stability.

There are significant benefits that we provide our clients who ultimately choose to engage a professional advisor, and we try to quantify them in the study shown before you.

TEXT ON SCREEN: TITLE – The potential benefits of professional advice; SUBTITLE – The cost of bad behaviors

IMAGE: Two bars side by side show the difference in annual performance over 20 years between the S&P 500 and that of investors. The S&P has returns of 6.06%, compared with just 4.25% for investors. The difference is shaded on the investor bar, labeled as the “behavior gap.”

You can see that the average investor over the last 20 years earned a return of over 6% but unfortunately, the average market participant underperformed.

Why? Well it’s these emotional choices. It’s the difficulty of understanding the complexity of the financial landscape. I’d like to believe that an important part of our role is to help the investor close that gap between the returns that they are entitled to receive through market results as opposed to the individual returns that they would achieve on their own.

So the question is, how do we communicate these great capabilities? And I’m sure that each and every one of you have your own abilities to communicate your value. We’ve gleaned a number of best practices across the work that we do in the industry, and we’ve identified a few that we’ll share with you now.

TEXT ON SCREEN: TITLE – Best Practices

IMAGE: John speaking on left-hand side of screen. John runs through the list of best practices, shown on the right-hand side.

Number one, less is more. Clients come to us not for additional complexity or homework, they come to us to help simplify what is already complicated. They come to us for help in making what is somewhat irrational more logical, to make the financial management experience both more productive but more pleasing as well.

Number two, less me, more you. What does that mean? Well, certainly our capabilities and our experiences are part of the story. Let’s make sure that we communicate our value in a client centric manner, what we’re able to do to provide benefit to the end investor.

Third, let’s focus less on features and let’s focus more on the benefits that our clients derive through the features and services we provide. Next, let’s make sure that our message is both differentiating and compelling, that we become an obvious choice for financial counsel, where the fit is appropriate.

And then last but not least, let’s make sure that we take advantage of imagery. Whether we’re using written materials, whether we’re articulating our message verbally, whether we’re using electronic forms of communication, let’s try to find ways to communicate our story in the most effective manner possible.

Thank you for spending a few minutes with us today to examine this very important issue of delivering alpha through professional guidance and advice. I hope that you found the conversation to be helpful.

To learn more about our abilities to support your efforts in this regard, please feel free to reach out to your PIMCO account manager or to visit our PIMCO website. Thanks for your time today.

Text on screen: To learn more visit Advisor Education at pimco.com or speak with your Account Manager

Text on screen: PIMCO closer

Disclosure


IMPORTANT NOTICE

Please note that this video contains the opinions of the manager as of the date recorded, and may not have been updated to reflect real time market developments. All opinions are subject to change without notice.

Charts are provided for illustrative purposes and are not indicative of the past or future performance of any PIMCO product.

HYPOTHETICAL PERFORMANCE RESULTS HAVE MANY INHERENT LIMITATIONS, SOME OF WHICH ARE DESCRIBED BELOW. NO REPRESENTATION IS BEING MADE THAT ANY ACCOUNT WILL OR IS LIKELY TO ACHIEVE PROFITS OR LOSSES SIMILAR TO THOSE SHOWN. IN FACT, THERE ARE FREQUENTLY SHARP DIFFERENCES BETWEEN HYPOTHETICAL PERFORMANCE RESULTS AND THE ACTUAL RESULTS SUBSEQUENTLY ACHIEVED BY ANY PARTICULAR TRADING PROGRAM.

ONE OF THE LIMITATIONS OF HYPOTHETICAL PERFORMANCE RESULTS IS THAT THEY ARE GENERALLY PREPARED WITH THE BENEFIT OF HINDSIGHT. IN ADDITION, HYPOTHETICAL TRADING DOES NOT INVOLVE FINANCIAL RISK, AND NO HYPOTHETICAL TRADING RECORD CAN COMPLETELY ACCOUNT FOR THE IMPACT OF FINANCIAL RISK IN ACTUAL TRADING. FOR EXAMPLE, THE ABILITY TO WITHSTAND LOSSES OR TO ADHERE TO A PARTICULAR TRADING PROGRAM IN SPITE OF TRADING LOSSES ARE MATERIAL POINTS WHICH CAN ALSO ADVERSELY AFFECT ACTUAL TRADING RESULTS. THERE ARE NUMEROUS OTHER FACTORS RELATED TO THE MARKETS IN GENERAL OR TO THE IMPLEMENTATION OF ANY SPECIFIC TRADING PROGRAM WHICH CANNOT BE FULLY ACCOUNTED FOR IN THE PREPARATION OF HYPOTHETICAL PERFORMANCE RESULTS AND ALL OF WHICH CAN ADVERSELY AFFECT ACTUAL TRADING RESULTS.

There is no guarantee that these investment strategies will work under all market conditions or are appropriate for all investors and each investor should evaluate their ability to invest long-term, especially during periods of downturn in the market. No representation is being made that any account, product, or strategy will or is likely to achieve profits, losses, or results similar to those shown.

It is not possible to invest directly in an unmanaged index.

All investments contain risk and may lose value. Investing in the bond market is subject to risks, including market, interest rate, issuer, credit, inflation risk, and liquidity risk. The value of most bonds and bond strategies are impacted by changes in interest rates. Bonds and bond strategies with longer durations tend to be more sensitive and volatile than those with shorter durations; bond prices generally fall as interest rates rise, and low interest rate environments increase this risk. Reductions in bond counterparty capacity may contribute to decreased market liquidity and increased price volatility. Bond investments may be worth more or less than the original cost when redeemed. Mortgage and asset-backed securities may be sensitive to changes in interest rates, subject to early repayment risk, and their value may fluctuate in response to the market’s perception of issuer creditworthiness; while generally supported by some form of government or private guarantee there is no assurance that private guarantors will meet their obligations. High-yield, lower-rated, securities involve greater risk than higher-rated securities; portfolios that invest in them may be subject to greater levels of credit and liquidity risk than portfolios that do not. Investors will, at times, incur a tax liability. Equities may decline

in value due to both real and perceived general market, economic, and industry conditions. Diversification does not ensure against loss.

Management risk is the risk that the investment techniques and risk analyses applied by an investment manager will not produce the desired results, and that certain policies or developments may affect the investment techniques available to the manager in connection with managing the strategy.

PIMCO does not provide legal or tax advice. Please consult your tax and/or legal counsel for specific tax or legal questions and concerns. The discussion herein is general in nature and is provided for informational purposes only. There is no guarantee as to its accuracy or completeness. Any tax statements contained herein are not intended or written to be used, and cannot be relied upon or used for the purpose of avoiding penalties imposed by the Internal Revenue Service or state and local tax authorities. Individuals should consult their own legal and tax counsel as to matters discussed herein and before entering into any estate planning, trust, investment, retirement, or insurance arrangement.

This material contains the opinions of the manager and such opinions are subject to change without notice. This material has been distributed for informational purposes only and should not be considered as investment advice or a recommendation of any particular security, strategy or investment product. Information contained herein has been obtained from sources believed to be reliable, but not guaranteed.

PIMCO as a general matter provides services to qualified institutions, financial intermediaries and institutional investors. Individual investors should contact their own financial professional to determine the most appropriate investment options for their financial situation. This is not an offer to any person in any jurisdiction where unlawful or unauthorized. | Pacific Investment Management Company LLC, 650 Newport Center Drive, Newport Beach, CA 92660 is regulated by the United States Securities and Exchange Commission. | PIMCO Europe Ltd (Company No. 2604517) is authorised and regulated by the Financial Conduct Authority (12 Endeavour Square, London E20 1JN) in the UK. The services provided by PIMCO Europe Ltd are not available to retail investors, who should not rely on this communication but contact their financial adviser. | PIMCO Europe GmbH (Company No. 192083, Seidlstr. 24-24a, 80335 Munich, Germany), PIMCO Europe GmbH Italian Branch (Company No. 10005170963), PIMCO Europe GmbH Irish Branch  (Company No. 909462), PIMCO Europe GmbH UK Branch (Company No. BR022803) and PIMCO Europe GmbH Spanish Branch (N.I.F. W2765338E) are authorised and regulated by the German Federal Financial Supervisory Authority (BaFin) (Marie- Curie-Str. 24-28, 60439 Frankfurt am Main) in Germany in accordance with Section 32 of the German Banking Act (KWG). The Italian Branch, Irish Branch, UK Branch and Spanish Branch are additionally supervised by: (1) Italian Branch: the Commissione Nazionale per le Società e la Borsa (CONSOB) in accordance with Article 27 of the Italian Consolidated Financial Act; (2) Irish Branch: the Central Bank of Ireland in accordance with Regulation 43 of the European Union (Markets in Financial Instruments) Regulations 2017, as amended; (3) UK Branch: the Financial Conduct Authority; and (4) Spanish Branch: the Comisión Nacional del Mercado de Valores (CNMV) in accordance with obligations stipulated in articles 168 and  203  to 224, as well as obligations contained in Tile V, Section I of the Law on the Securities Market (LSM) and in articles 111, 114 and 117 of Royal Decree 217/2008, respectively. The services provided by PIMCO Europe GmbH are available only to professional clients as defined in Section 67 para. 2 German Securities Trading Act (WpHG). They are not available to individual investors, who should not rely on this communication. | PIMCO (Schweiz) GmbH (registered in Switzerland, Company No. CH-020.4.038.582-2). The services provided by PIMCO (Schweiz) GmbH are not available to retail investors, who should not rely on this communication but contact their financial adviser. | PIMCO Asia Pte Ltd (Registration No. 199804652K) is regulated by the Monetary Authority of Singapore as a holder of a capital markets services licence and an exempt financial adviser. The asset management services and investment products are not available to persons where provision of such services and products is unauthorised. | PIMCO Asia Limited is licensed by the Securities and Futures Commission for Types 1, 4 and 9 regulated activities under the Securities and Futures Ordinance. PIMCO Asia Limited is registered as a cross-border discretionary investment manager with the Financial Supervisory Commission of Korea (Registration No. 08-02-307). The asset management services and investment products are not available to persons where provision of such services and products is unauthorised. | PIMCO Investment Management (Shanghai) Limited Unit 3638-39, Phase II Shanghai IFC, 8 Century Avenue, Pilot Free Trade Zone, Shanghai, 200120, China (Unified social credit code: 91310115MA1K41MU72) is registered with Asset Management Association of China as Private Fund Manager (Registration No. P1071502, Type: Other) | PIMCO Australia Pty Ltd ABN 54 084 280 508, AFSL 246862. This publication has been prepared

without taking into account the objectives, financial situation or needs of investors. Before making an investment decision, investors should obtain professional advice and consider whether the information contained herein is appropriate having regard to their objectives, financial situation and needs. | PIMCO Japan Ltd, Financial Instruments Business Registration Number is Director of Kanto Local Finance Bureau (Financial Instruments Firm) No. 382. PIMCO Japan Ltd is a member of Japan Investment Advisers Association and The Investment Trusts Association, Japan. All investments contain risk. There is no guarantee that the principal amount of the investment will be preserved, or that a certain return will be realized; the investment could suffer a loss. All profits and losses incur to the investor. The amounts, maximum amounts and calculation methodologies of each type of fee and expense and their total amounts will vary depending on the investment strategy, the status of investment performance, period of management and outstanding balance of assets and thus such fees and expenses cannot be set forth herein. | PIMCO Taiwan Limited is managed and operated independently. The reference number of business license of the company approved by the competent authority is (109) Jin Guan Tou Gu Xin Zi No. 027. 40F., No.68, Sec. 5, Zhongxiao E. Rd., Xinyi Dist., Taipei City 110, Taiwan (R.O.C.). Tel: +886 2 8729-5500. | PIMCO Canada Corp. (199 Bay Street, Suite 2050, Commerce Court Station, P.O. Box 363, Toronto, ON, M5L 1G2) services and products may only be available in certain provinces or territories of Canada and only through dealers authorized for that purpose. | PIMCO Latin America Av. Brigadeiro Faria Lima 3477, Torre A, 5° andar São Paulo, Brazil 04538-133. | No part of this publication may be reproduced in any form, or referred to in any other publication, without express written permission. PIMCO is a trademark of Allianz Asset Management of America L.P. in the United States and throughout the world. ©2021, PIMCO.

For Investment Professional Use Only – Not for Public Distribution

CMR2021-0725-1729867

Filters: Reset All

Filters

Close Filters Dropdown
  • Tags

    Reset

    Close
  • Category

    Reset

    Bond by Bond
    Careers
    Economic and Market Commentary
    Investment Strategies
    PIMCO Foundation
    PIMCO Education
    View from the Investment Committee
    Viewpoints
    Education
    Close
  • Order By

    Reset

    Alphabetical
    Most Recent
    Close
() filters applied

Multimedia Finder

Filter By:
  • Bond by Bond
  • Careers
  • Economic and Market Commentary
  • Investment Strategies
  • PIMCO Education
  • View from the Investment Committee
  • Viewpoints
  • Understanding Investing
  • A
  • B
  • C
  • D
  • F
  • G
  • H
  • I
  • K
  • M
  • N
  • P
  • R
  • S
  • T
  • W
Clear
Tina Adatia
Fixed Income Strategist
Del Anderson
Credit Analyst
Joshua Anderson
Head of Global ABS Portfolio Management
Robert Arnott
Founder and Chairman, Research Affiliates
Andrew Balls
CIO Global Fixed Income
Justin Blesy
Asset Allocation Strategist
David L. Braun
Head of US Financial Institutions Portfolio Management
Erin Browne
マルチアセット戦略担当ポートフォリオ・マネージャー
Esteban Burbano
Fixed Income Strategist
Grover Burthey
Portfolio Manager, ESG
Libby Cantrill
Executive Office, Public Policy
Stephen Chang
Portfolio Manager, Asia
Josh Davis
Global Head of Client Analytics
Pramol Dhawan
Head of Emerging Markets Portfolio Management
Joachim Fels
Global Economic Advisor
David Fisher
Co-Head of Strategic Accounts
Nick Granger
Portfolio Manager, Quantitative Analytics
Adam Gubner
Portfolio Manager, Distressed Debt
Gregory Hall
Head of U.S. Global Wealth Management
Daniel H. Hyman
Head of Agency MBS Portfolio Management
Daniel J. Ivascyn
Group Chief Investment Officer
Mark R. Kiesel
CIO Global Credit
Ryan Korinke
Global Head of Sustainability
Jason Mandinach
Head of Alternative Credit and Private Strategies
Samuel Mary
ESG Research Analyst
Scott A. Mather
CIO U.S. Core and Sustainable Investments
Mohit Mittal
Portfolio Manager, Liability Driven Investment and Credit
James Moore
Alfred T. Murata
Portfolio Manager, Mortgage Credit
John Murray
Portfolio Manager, Commercial Real Estate
Roger Nieves
Senior Advisor
Rick Pagnani
Head of Insurance-Linked Securities
Sonali Pier
Portfolio Manager, Multi-Sector Credit
Lupin Rahman
Head of EM Sovereign Credit
Steve A. Rodosky
Portfolio Manager, Real Return and Long Duration
Emmanuel Roman
Chief Executive Officer
Steve Sapra
Client Solutions & Analytics
Jerome M. Schneider
Head of Short-Term Portfolio Management
Marc P. Seidner
CIO Non-traditional Strategies
Greg E. Sharenow
Portfolio Manager, Real Assets
Anmol Sinha
Fixed Income Strategist
Candice Stack
Head of Client Management, Americas
Kimberley Stafford
Global Head of Product Strategy
Cathy Stahl
Global Head of Marketing
Christian Stracke
Global Head of Credit Research
Geraldine Sundstrom
Portfolio Manager, Asset Allocation
Richard Thaler
シカゴ大学ブース・スクール・オブ・ビジネス 経済学・行動科学専門特別教授
Jessica K. Tom
Senior Credit Analyst
Qi Wang
Portfolio Manager, Global Macro Hedge Fund Strategies
Jamie Weinstein
Portfolio Manager, Head of Corporate Special Situations
Tiffany Wilding
North American Economist
Andrew T. Wittkop
Portfolio Manager, Treasuries, Agencies, Rates
PIMCO
Chris Brightman
Chief Executive Officer and Chief Investment Officer, Research Affiliates
  • Alphabetical
  • Most Recent
Section : Date : Experts :
Reset All
Unlocking Alternatives: Marco Opportunities in Mid-Cycle Markets
Viewpoints

Unlocking Alternatives: Macro Opportunities in Mid-Cycle Markets(video)

Unlocking Alternatives: Macro Opportunities in Mid-Cycle Markets

In the mid-cycle environment, we are taking advantage of the relatively low volatility to build positions that provide exposure to higher interest rates. Learn more about where Qi Wang, portfolio manager, global macro hedge fund strategies, sees opportunities in today’s markets.

MORE ON ALTERNATIVES AT PIMCO

Resiliency Through Flexibility
Fixed Income Portfolio Construction
New Opportunities from PIMCO and Allianz Real Estate
Unlocking Alternatives: The Office Market in a Post-COVID World
Delivering Alpha: The Value of Professional Advice

Load more results Load {{cCtrl.fetchResults}} more results

Japan

JP

[change]

Subscribe
Please input a valid email address.