Future Fund appoints third deputy CIO

The Future Fund has appointed Sue Brake to the role of deputy CIO, portfolio strategy as part of the revamp of the $145 billion sovereign wealth fund’s investment team.

Brake, who will fill the newly-created role in June, will lead the fund’s portfolio strategy function – which is responsible for undertaking macroeconomic and capital markets research – blending this with the bottom-up information generated by the Future Fund’s sector teams to design optimal portfolios.

The strategist comes to the fund from Willis Towers Watson where she worked as a senior investment consultant since 2016.  Prior to that, Brake worked at New Zealand Super for seven years, with responsibility for the fund’s long-term investment strategy, and the design and build of their investment portfolio.

She was also instrumental in the setting up of NZ Super, establishing in-house currency and derivatives capabilities.

Brake, who has also been an external expert on investment management for the International Monetary Fund, will report to Future Fund CIO, Raphael Arndt.

Arndt said: “Sue is a widely respected investment professional and will make a fantastic addition to the Future Fund team.  She has extensive experience in institutional investing, where she has had an impressive career specialising in governance and investment process design, portfolio construction and managing currency and derivative programs.

Sponsored Content

“Sue will make a strong contribution to our investment leadership group which is responsible for our collaborative and joined up approach to investment, focusing on the performance of the portfolios as a whole.”

Last March, the Future Fund made some key changes to its investment team to strengthen the fund as it went into its second decade.

Arndt took on the twin responsibilities of CIO and chief investment strategist, along with leadership of the asset class teams. Former chief investment strategist Stephen Gilmore departed the fund in April. He subsequently was appointed CIO of New Zealand Super.

At the same time, former head of infrastructure and timberland Wendy Norris took up the new role of deputy CIO for private markets, while former head of debt and alternatives David George took up a second new role of deputy CIO for public markets.

Arndt says the changes were in response to an operating environment that was getting more complex as the fund got bigger.

Hiring a third deputy CIO underlines the fund’s move to drive more collaboration between the investment teams in line with its one team, one purpose philosophy.

Certainly, Norris can see the changes from the restructure in the year since she was appointed deputy CIO.

“We are starting to build a greater sense of collaboration rather than each of us contributing the best thing we can individually – the restructure is making those connections a bit more tangible,” she says.

“We are also trying to help the sector heads feel they have some cross-accountability for actually delivering the overall portfolio outcome and that’s I think what has really changed.”

Earlier this month, the Future Fund appointed MLC private equity head Alicia Gregory to run the fund’s $20 billion private equity program, reporting to Norris.

 

 

Asset Owner:Future Fund

Leave a Comment

Why traditional investment committees can amplify group biases

Why traditional investment committees can amplify group biases

Investment committee meetings, a governance cornerstone at every asset owner organisation, run the risk of amplifying group biases and social dynamics, and can push the IC towards recommending more extreme investment positions collectively than the average of their individual views. Bernhard Scherer, head of portfolio implementation at ADIA, unpacks the thesis in a new paper.

Sort content by

Now is the time to professionalise

In this second contribution from the CFA Institute on finance professionals, CEO of CFA Societies Australia, Lisa Carroll, discusses the reform needed in that market.

A guide for trustees for the long term

Last month the book Achieving Investment Excellence, was launched in the auditorium of Dutch pension investor APG. The book is a guide to empowering pension fund trustees to get a good grip on the difficulty of successful long-term investing for pension funds. Top1000funds.com spoke to one of the authors, principal director investment strategy of PGGM, Jaap van Dam.

The responsibilities of decision making

The output of a decision-making process is more than just a decision, which is even more good reason to work hard at getting that process right.

Is innovation in finance a good thing?

Innovation is usually viewed by economists as a productivity-enhancing force, powering economic growth in modern capitalist societies. But damage can also be done by innovations, especially in the financial sector where agency issues create the potential for negligence and rent extraction. A more cautious perspective might help investors and policymakers better manage the risks that inevitably accompany financial innovations and contribute to more stable and efficient markets.

UK mega fund slashes managers

In line with its strategy to reduce costs, while maintaining returns, one of the UK’s new mega funds, the £45 billion LGPS Central will reduce the number of managers it uses from 250 to 50.

The value creation boundary

The value creation boundary, a margin between innocent bystanders and the parties involved in an economic activity, is a powerful thinking device for asset owners and managers to use in considering their investment responsibilities. So should long-term investors expand the boundary and include more of humanity in the consequences of investment decisions?

Previous