I’ve had a pretty nonlinear path to the CEO seat at Institutional Investor. I grew up in South Louisiana — bayous, shrimp boats, small-town life, first in my family to go to undergrad/graduate school. I worked my way through Louisiana State University, then sold my car and flew to New York on a one-way ticket to start my career on the mortgage-backed trading floor at Salomon Brothers in 1985. My first “apartment” was a room at the YMCA for three months. 

Forty years later, I find myself leading the company that’s been a steady presence in my career. Institutional Investor has been on my desk in every chapter — from managing money at JPMorgan, transforming portfolios at Aegis Insurance Services, and chairing the Investment Committee for LSU’s endowment. I’ve known Institutional Investor as a reader, a speaker, and a partner. Now, I’m here to help steer it forward.

For me, this moment is about reimagining what's possible, understanding that leading through change means recognizing strengths and building on them.

Different Role, Same Muscle

The most significant transformation I led while at Aegis for over eleven years was shifting from a 100% public bond and equity portfolio to allocating about a third to private markets. The company had excess liquidity, which we traded for higher yields and forecasted returns, often with lower volatility compared to public markets. This wasn’t a sudden move — it took years of careful analysis and socializing internally. Our first step was a modest 3% allocation to private credit, which grew steadily over time. Like making a Cajun gumbo, you look at what’s in the fridge and carefully add ingredients to create the right mix. That thoughtful approach helped us build a strategy suited to the evolving environment.

When I arrived, Institutional Investor was a strong business with loyal people and deep relationships. But we knew we needed to evolve. Historically, our teams operated somewhat separately across regions — like each selling only parts of the menu. That structure simply doesn’t work anymore. The challenge ahead of us wasn't repair -- it was to remain best in class.

We have a unique advantage: platforms across Asia, the Middle East, Europe, and North America — a presence that spans continents, markets and demographics for both institutional and private wealth investors. As our clients think more globally and capital flows freely across borders, we’re breaking down walls and uniting teams across regions. We’re building one team, one strategy, one voice — spanning  events, data, and digital — to better serve our global, interconnected investment community.

Whether you’re managing capital or managing a company, the job is still strategy. It’s the same muscle.

The Community That Built Me

For 40 years, I've been both an allocator and an asset manager -- and I know the value of a platform where both sides engage directly. Institutional Investor is where the investment world connects, and that's part of what made this role an ideal fit for me.

This community helped shape me. When I was making tough portfolio decisions, the connections I made with allocators and managers gave me access to real conversations and real solutions.  It wasn’t just helpful; it changed how I worked – it improved me.

Pre-COVID, conferences were more luxury; post-COVID, they’re less luxury and more essential. Hybrid work makes access harder, so our community is more necessary than ever and we’re adapting to meet these changes.

Globalization is reshaping our members, too. Smaller and mid-sized managers now operate globally. Manager types are evolving as well. Alternative and core strategies are blending, forcing us to continually update our agendas and platforms to stay relevant.

Going forward, we remain focused on listening to the community we serve and adapting, ensuring our events and services reflet the changing landscape -- helping our members connect and thrive worldwide.

Giving Back — With Both Hands

I don’t have a billionaire story, but I’ve had a truly fortunate run. And at this stage of my life and career, giving back is non-negotiable — not just financially, but with time, perspective, and mentorship.

These days, I teach at LSU. Sixty students this semester — mostly seniors and grad students. One of them emailed me after finals and said, “You made such an impact on my MBA experience and life. Thank you for all the personal time you gave me and allowing me to meet your friends and helping me with my career.” That one stuck with me. Moments like that remind me why I stay involved. 

I want to extend that same impact — creating platforms where people sharpen their thinking, build meaningful relationships, and grow into the next phase of their leadership.

For me, that’s what this chapter is about: giving back with both hands. Through education. Through community. Through a company that’s helped shape careers for six decades. And through a clear strategy to keep us relevant in a rapidly changing world.

What Comes Next

This industry doesn’t pause for long. Markets shift. Mandates evolve. Expectations rise. But that’s part of the privilege — being trusted to respond with agility, take initative and maintain perspective amid the noise. 

We are not chasing trends. We're doubling down on what we do best: helping people connect, share, challenge and lead. We serve a global community that's shaping the future of finance -- and that future needs more clarity, more trust, and more honest dialogue than ever before. 

I’ve spent my career building strategies, not slogans. What matters is the work — thoughtful, consistent, human. That’s how I strive to lead, and how I imagine the future of leadership in the investment profession.