AIMCo splits top job, beefs up investment team

The C$69 billion ($66 billion) Alberta Investment Management Corporation (AIMCo) will split its chief executive and chief investment officer roles, with Leo de Bever retaining the chief executive position, while a search is underway for a new CIO.

The manager, which manages the assets of 27 pension and endowments, is also looking to hire professionals to fill nine new asset management positions including the CIO role.

De Bever has maintained the dual roles since he joined AIMCo in 2008. He was previously chief investment officer of Victorian Funds Management Corporation in Australia, and before that spent 10 years at Ontario Teachers’ Pension Plan.

AIMCo splits its asset management division in to public and private investment groups.

At March last year, within public investments, it managed $1.7 billion in hedge funds, C$10 billion in fixed income and $16 billion in equities split into an internal active equities group, an external fund management group and a structured and quantitative investments group.

Sponsored Content

Within its private investments group AIMCo managed $2 billion in mortgages, $1.5 billion in infrastructure, $1.4 billion in equities, $0.2 billion in timberlands and $4.8 billion real estate.

It also has an economics and strategy group, a fund management group which looks at value add at the total fund level, an operations team and a risk management and strategic planning group.

In addition to the chief investment officer position, AIMCo is looking to expand its investment team and has a search under way for for a senior associate private debt, a senior manager and an analyst for the fund management group, an associate for private equity, a senior credit analyst and a portfolio manager and the new position of vice president public equities and absolute return strategies.

It also has a number of of positions open in investment operations and risk management.

Asset Owner:AIMCo

Leave a Comment

Sort content by

Is the financial services sector serving the public interest?

Fiduciary law, which creates the boundaries and rules for asset owners managing other people’s money, is evolving. The short-termism, misaligned incentives and complex and over-supply of services that characterises financial services, is under fire. Regulators around the world are increasingly looking at how to change the behaviour and supply chain dynamics in the industry, and

The impact of the mega manager

The impact of size is a delicate point for asset managers. For specialist asset classes, and boutique managers, being small and nimble can be a source of alpha. On the other hand, being large can reduce fees and increase innovation and product offering. But now there is evidence to show that the emergence of the

The contested role of asset consultants

Asset consultants are a key part of the investment chain, providing small funds with services that include decision making processes and strategic asset allocation, and for larger funds traditionally playing a key role in manager and strategy selection. But a study by Gordon Clark and Ashby Monk, which is part of a broader look by

Demystifying private equity

US public pension funds, on average, have around 9.4 per cent allocated to private equity but for many public funds monitoring the firms that manage these investments – including the transparency of underlying investments, fees, performance and benchmarking – as well justifying these investments to boards and stakeholders, takes up more than 10 per cent

Why investors employ smart beta strategies

The common view is smart beta is used to side step expensive active equity managers or hedge fund managers whose processes are on the surface opaque, but on close investigation turn out to be largely beta like in approach. As investors have gained experience and familiarity they have also learnt about how it offers greater

Managing culture with risk management techniques

The interaction between governance, culture and performance is increasingly a topic around asset owner board tables. But little has been written about the relationship between culture and the financial crisis, and how to change culture in financial services organisations. Andrew Lo, professor of finance at MIT, has come up with a proposal to change culture

Previous