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

NY Common joins allocator push on company AI transparency

NY Common joins allocator push on company AI transparency

The $273 billion New York State Common has upped the pressure on portfolio companies to report on how artificial intelligence usage is contributing to layoffs, as AI governance becomes a growing focus in the proxy voting and engagement activities of asset owners.

Sort content by

CalPERS’ chair leaves legacy of responsibility

Henry Jones, who will resign as president of the CalPERS board on January 21, leaves behind a new mindset at the fund of tackling big systemic issues including sustainability and racism.

Innovation needed on fund disclosure of corporate strategy

A minority of pension funds reviewed for the GPTB publicly disclosure their organizational strategy in a way that goes beyond disclosures of economic and market conditions and the impact on the performance of their investments. Michael Reid argues there is room for improvement in communicating key corporate activities to stakeholders.

Why disclosure and communication are key to pension excellence

Comprehensive, holistic value disclosures and compelling communication are key benchmarks for pension funds. This has been confirmed by the first year experience working with leading global pension funds for the Global Pension Transparency Benchmark, a collaboration between Top1000funds.com and CEM Benchmarking. In year two, in recognition of this belief and communication excellence, we have decided to award bonus points to funds preparing Framework integrated annual reports. Mike Heale looks at four examples of pension funds already using the Framework.

Dear board, a date for your diary…

For many boards net zero is the greatest investment governance challenge of all time, says the Inevitable Policy Response's Julian Poulter. He says a starting point for asset owner boards is a house view on the future, as opting for a standard asset allocation with a reliance on passive indices is unlikely to yield optimal results.

UK funds focus on manager diversity

A group of major UK pension funds have committed to assessing diversity and inclusion as part of manager selection. Fund managers wanting to work with these clients will have to disclose information and demonstrate real devotion on how they are tackling diversity and inclusion within their workforce. 

Making the future of work actually work

The CFA Institute's Future of Work in Investment Management report reveals the changes investment organisations are likely to make as they reassess the context of careers, work, and the culture of organizations, both in the near term and in the next five to 10 years. The report's author Rebecca Fender explains the key lessons.

Previous