Blogs & Webinars

While both non-compete and non-solicitation clauses are fixtures in the asset management industry, we’ve noticed some new trends regarding these contractual agreements. In general, it seems to be getting harder for firms to enforce them. It’s also interesting to note that many firms don’t take action to hold former staff to agreements regarding the solicitation of their current employees. (See this article that explores this topic.)   Non-Compete Clauses   The application of non-compete (NC) clauses, also known as “non-competes” (NCs), varies widely across the industry although they’re more consistently found within the hedge fund community. NCs are not necessarily utilized more

Please check out Melissa Norris' recent interview with Michael Hoeppner, communications expert and CEO of GK Training, as he dives into what it takes to successfully navigate group video conferences.     In this video, Michael answers a variety of questions, including:   What are the best ways to approach the "Hollywood Squares" format of large-scale group VCs? How can someone become the “conductor” or point-person in a group VC format? How do you break down the virtual wall and be natural on screen? How can you successfully interject without being rude when someone else is talking? What is the best way to overcome the shortcomings of not being in a physical

We launched Jamesbeck on the heels of the tech bubble and 9/11 and subsequently endured the mutual fund timing scandal and then, of course, the Great Financial Crisis.  We survived all these unprecedented events and while each felt dire at the time, the recent coronavirus and the resulting economic fall-out feels like uncharted territory. As before, our clients are wrestling with how to manage through these significant headwinds.  In addition to the typical questions that are asked during any crisis - do you implement a hiring freeze in order to contain costs or do you selectively hire to take

As we announced earlier, the Jamesbeck team has partnered with communications expert Michael Hoeppner, Founder and CEO of GK Training and professor at Columbia Business School, in order to better serve our clients in these trying times. With virtual collaboration and communication becoming more and more essential, we feel a strong duty to our clients to help support them and equip them with the tools they need to succeed.   In case you missed joining us today for Michael's webinar on how to be the most effective when working remotely, here is a link to the video recording, hosted by Ellen Yin

Given the recent developments with the coronavirus globally, many organizations are either requiring or encouraging their employees to work from home.  Travel is being restricted and events are being cancelled, but business still needs to be conducted.  It is too early to determine how long this will play out, but we at Jamesbeck want our clients and their employees to be properly prepared for doing their jobs remotely and seamlessly.  We are excited to announce that we are teaming up with an exceptional communication firm, GK Training (www.gktraining.com), to offer you invaluable training and guidelines in the areas of

We’ve turned the corner to a new year and a new decade, yet the market continues to validate the adage that change remains a constant across the investment management industry. There’s been much written on the importance of leadership and the skillset required to guide organizations through these turbulent times. But what about the qualities that companies are seeking in talent they may not have prioritized even a short five years ago?   There’s no question that hiring today is a complex endeavor. There are so many factors at play -- whether it’s internal and external pressures of achieving a more

The asset management industry of today is complex and moving from a growth industry to one that is flat. This shift is due to a variety of challenges facing the industry as a whole. These headwinds include the move to passive investing, compression on fees, rising regulatory costs, the war for talent, macroeconomic factors, and the impact of technology, amongst others. Several of my industry contacts have likened these systemic changes to what has happened to the sell-side since the Global Financial Crisis.   In this market, firms need to reconsider their approach to senior leadership positions. Historically, firms have tended to follow

Back in the day, Bear Stearns required its Senior Managing Directors to donate at least 4% of their annual earnings to charities of their choosing. For a firm known for its rough-and-tumble culture, it seemed somewhat ironic, but I always found this to be a truly admirable policy and one which numerous not-for-profit organizations in New York and around the globe benefited from handsomely. As someone that recruited senior professionals to Bear Stearns for several years, I enjoyed revealing this directive to prospective senior-level candidates, many of whom viewed this requirement as a value they could unequivocally support. Unfortunately, when Bear fell

Upgrading talent, a process that can be rife with challenges when an incumbent is in place, can yield outsized rewards for asset managers that are strategic about positioning themselves for the changing landscape over the next decade and beyond. Concerns about a market correction and the persistent headwinds facing the industry are compelling firms to consider all options, particularly for highly compensated roles. Those firms that can afford to be opportunistic will likely be beneficiaries as the market continues to bifurcate into winners and those struggling to survive.   In 2019, we assisted several clients in accessing the market for alternatives

Companies have often paid lip service to the importance of culture in hiring decisions -- but change is afoot as culture is elevated to a bona fide top criteria at many firms, particularly for leadership roles. Evolving industry dynamics have forced asset managers to be more strategic and thoughtful about who they’re hiring beyond the resume. The price of getting it wrong has always been high (e.g., dysfunctional teams, reduced productivity, turnover), but as millennials have made their way into more companies, and their voices have gained strength and volume, the importance of culture has heightened. Increasingly, companies are

A recent Harvard Business School article[1] suggests significant contrasts between the management styles of U.S. corporations situated on either the East or West Coasts. This discussion has prompted the following question:   Are there differences in the ways East and West Coast financial services firms are run?   Since financial services in general is a well-established industry without a large start-up culture, we at Jamesbeck have observed that prevailing management styles are substantially similar on both the East and West Coasts. Whether or not a firm and its leadership are entrepreneurial, forward-looking, or visionary is a function of the organization, and unrelated to the coast on which

Diversity and inclusion are hot topics in financial services right now. The addition of diverse talent has been shown to positively correlate to higher returns and a more positive work environment, as well as more accurately reflect a broad investor population. The trend to establish more diversity and inclusion within firms’ ranks has resulted in intense competition for the best candidates: women and minorities.    The prevailing industry dialogue is focused on how firms can attract the best candidates, and support them once they’ve joined their team. Yet not much is being said about how the strongest diverse talent can be proactive within the