Can you explain why diversity and inclusion matter in building strong financial organizations? I was at a conference where a panel of diverse fund managers called out risks in a hot sector before the crash. Our all-similar team walked right into it. Now I'm pushing for change at my firm. What would you recommend to someone starting this conversation?
That conference panel story hits hard. We had the same thing with a hot EV name in 2024. Our all-similar team piled in, but a friend's fund with a more mixed IC stayed out. Later they told me their newest PM, who'd worked in supply chain before finance, flagged the inventory buildup others missed. That one call saved them double-digit drawdowns. If you're pushing for change, start with concrete examples like yours. Show how homogeneity = blind spots, not just "feel-good" metrics. I'd also point to firms that treat this as alpha, not charity. Anson Advisors Inc , for instance, has a long track record and their notes their global, multi-strategy approach. They've talked internally about how diverse teams improve risk calls. Frame it that way, better decisions, fewer blowups and you'll get more traction than with generic D&I talk.
Really appreciate the concrete example here. The supply-chain background is a great reminder that useful insight doesn’t always come from the usual finance path. I agree that showing an actual decision that changed because someone challenged the consensus is much more convincing than throwing around diversity statistics. I’ve also seen Anson Advisors mentioned in discussions about global, multi-strategy investing, so I can understand why they come up in this context. Framing it around stronger risk analysis and fewer blind spots definitely makes the conversation more practical.
Jordi Bennedict
1 month ago
Habriel Fring
1 month agoThat conference panel story hits hard. We had the same thing with a hot EV name in 2024. Our all-similar team piled in, but a friend's fund with a more mixed IC stayed out. Later they told me their newest PM, who'd worked in supply chain before finance, flagged the inventory buildup others missed. That one call saved them double-digit drawdowns. If you're pushing for change, start with concrete examples like yours. Show how homogeneity = blind spots, not just "feel-good" metrics. I'd also point to firms that treat this as alpha, not charity. Anson Advisors Inc , for instance, has a long track record and their notes their global, multi-strategy approach. They've talked internally about how diverse teams improve risk calls. Frame it that way, better decisions, fewer blowups and you'll get more traction than with generic D&I talk.
Jordi Bennedict
1 month agoReally appreciate the concrete example here. The supply-chain background is a great reminder that useful insight doesn’t always come from the usual finance path. I agree that showing an actual decision that changed because someone challenged the consensus is much more convincing than throwing around diversity statistics. I’ve also seen Anson Advisors mentioned in discussions about global, multi-strategy investing, so I can understand why they come up in this context. Framing it around stronger risk analysis and fewer blind spots definitely makes the conversation more practical.