Discreet, business as usual: a very Macquarie moment

Today The Macquarie Asset Management 2008 company is a global company with nearly $ 500 billion in badets under management and that contributes about one-third of Macquarie's profits.

The choice of Wikramanayake to succeed Moore is clbadically that of Macquarie. She has had a very long and diverse experience within the group and therefore has an intimate understanding of her unique model, which delegates authority and encourages opportunistic risk-taking within a highly disciplined risk management framework

. risk and risk management and how it has been solved for decades has been key to the success of the group

Moore's mandate illustrates how dynamic and successful this model was

He claimed to succeed Allan Moss, who had been CEO for 15 years, as a result of his development of what was, until the financial crisis, the model of satellite infrastructure funds listed (and profitable)

When the GFC demolished this model and the lucrative base and performance fees that it generated, Moore changed tactics quickly and dramatically, extracting the group of funds while they internalized When his peers in the global business bank collapsed, were acquired or were bailed out (or all the above) Macquarie not only ground dat on, but took advantage of the cycle and distress to make acquisitions that re-formed his portfolio. Among them was a brave investment of US $ 428 million from the US badet manager, Delaware Investments, in 2009, a key component of badet management remodeling.

The crisis and the way Macquarie was sailing highlighted the strengths of his model. its staff – its ability to manage this relationship between risk and return and its willingness to be opportunistic even in the most uncertain circumstances.

As the architect of the satellite fund model, the future of Moore was openly debated immediately. crisis period. When he pbades the baton to Wikramanayake later in the year, he will be hailed for his contribution to the successful evolution of the group.

Given the usual longevity of Macquarie's CEOs – it is only the sixth in its history – Wikramanayake will inevitably be confronted She would be both conscious and experienced because she has lived – and has been at the forefront – a certain number of cycles and iterations of the model, both and the ability of the model to change shape

. It was typical of Moore and Macquarie that his retirement was not announced and, with the appointment of Wikramanayake, she was treated in fact, as if nothing had happened, fashion.

Given that Wikramanayake was long considered Moore's natural successor, the relatively unobtrusive nature of the announcement of the impending transfer of power to another in a strong, albeit short, line of high-performing but discrete CEOs was also in agreement with Macquarie. [ad_2]
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