This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
In today’s heightened regulatory environment, risk reduction is often a firm’s top priority—making advisors more vulnerable than ever before. Knowledge is power—particularly in a world where compliance scrutiny has ramped up, and firms prioritize risk reduction over revenue creation. Let’s start with internal investigations.
Risk appetite was changing. We just get to focus on assets and asset riskmanagement. So earlier we were talking about assets, and then you referenced riskmanagement. RITHOLTZ: Tell us a little bit about the difference between managingrisk and merely owning assets. Capital rules were changing.
This is a fascinating conversation about business growth and leadership and management and how to run a team. And then I was called by a headhunter, by a recruiter, who said, listen, there’s this — spent a couple years at Fidelity by this time — there’s a role at this thing called LIFFE or LIFFE. RITHOLTZ: Right.
And so alongside of Wall Street recruiting in my senior year, I interviewed at the Yale Investments Office and was fortunate to get that job and violated the two principles I had at the time, which was I wanted to be in a training program and I wanted to leave New Haven. Let me say what your compliance wouldn’t allow you to say.
So if you can manage drug compliance better, and most importantly, the easiest but not easy thing to do is to keep people out of the hospital appropriately. I mean, this is the thing, I I always, hospitals always talk about utilization management. That’s is how in part you differentiate yourself. And drug costs.
We organize all of the trending information in your field so you don't have to. Join 36,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content