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Two Alberta CEOs win thousands in investment at national pitch competition – CBC.ca

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Two Alberta CEOs have won thousands of dollars in investment through a national competition for women and gender-diverse entrepreneurs.

Shelvie Fernan from Edmonton and Lourdes Juan from Calgary are two of the winners of the 2022 HerStory pitch competition run by Alberta Innovates and The51, an organization that invests in startups and companies led by women and gender-diverse founders. 

The pitch competition, held in Banff earlier this month, featured 29 entrepreneurs from across the country sharing stories of how they came up with the ideas behind their companies.

Fernan is the CEO and co-founder of Fly & Fetch, a shipping company that aims to provide faster and cheaper international package deliveries. Fernan won $51,000 for the company through the HerStory competition.

“I was definitely shocked,” Fernan said. “At the same time, you just have to claim it because I also work really hard and my team works really hard.”

Rather than a traditional shipping process, Fly & Fetch pays travellers with extra space in their luggage to carry and deliver packages for clients. The company covers 50 to 100 per cent of flight costs for travellers, Fernan said, and it already has a database of about 7,000 travellers who are willing to deliver packages.

Fernan said the idea for the company came from her own experiences with international shipping. As an immigrant from the Philippines, whenever she sent packages back home to her mother through traditional courier companies, deliveries were expensive and usually took more than a week.

It’s common practice in immigrant communities to ask people travelling back home to deliver packages for friends and family, Fernan said. 

“We’ve been doing this for so long,” she said. “We need to have a business model that would work because a lot of other people want that [quick] shipment as well.”

Reimagining the pitch process

Shelley Kuipers, co-founder and co-CEO of The51, said the idea behind the HerStory competition was to re-imagine the pitch process in a way that serves women and gender-diverse entrepreneurs. 

“Don’t pitch us, but tell us your story,” Kuipers said. “Is there a lived experience behind this? Why are you the one to create this business? Why will this business be successful with you leading it?”

Kuipers said the competition is also meant to be a direct way to increase investment in companies led by women and gender-diverse founders. She knows first-hand how difficult navigating the venture ecosystem can be.

“My own lived experience was it was extremely challenging to raise capital as a woman entrepreneur and founder,” said Kuipers. 

In 2020, female founders received just 2.3 per cent of the billions of dollars handed out in global venture capital funds.

While there was originally only supposed to be one winner of the HerStory competition, Kuipers said the contestants were so impressive that four awards had to be handed out by the end of the event. 

‘Increasing food access across the world’

One of those awards went to Lourdes Juan, founder and CEO of Knead Technologies, a Calgary-based tech company that helps food rescue organizations manage logistics through an app. Juan won $20,000.

Juan said taking part in the competition was one of the best experiences in her entrepreneurial career. 

“It was so wonderful to to be in the room with that energy, to just get to know so many people who are who are doing exactly what I’m doing,” Juan said. 

Juan, whose background is in urban planning, has founded multiple companies and charities, including a spa and the non-profit Fresh Routes, a mobile grocery store and pop-up market that offers produce and other foods at a discounted price.

A Calgarian inspects the quality of produce at one of Fresh Routes’s pop-up market at an LRT station. Fresh Routes is just one of multiple organizations entrepreneur Lourdes Juan has founded. (David Bell/CBC)

Juan said her passion for solving food access issues comes from her own life experiences. Her mother, who immigrated to Canada from the Philippines, used to work three jobs, including as a grocery store cashier, to put food on the table. 

“We were one of the families that just wasn’t in a position to waste food,” Juan said.

“Now, I really am committed to increasing food access across the world through through this new technology.”

While Knead Technologies was only founded this year, Juan said her team has already received calls from organizations across the world from Jamaica to Ivory Coast.

Plans for the future

The various organizations that have invested in the HerStory winners will follow up with each company to see how they plan to use their new funds, Kuipers said.

“We will be going through a due diligence process to make sure that everything is checked out from an investment standpoint,” she said. 

Juan said the money her company won will likely go toward improving the app to better to market to organizations across the globe. 

Fernan said her company is looking to expand its reach. While it currently delivers primarily to Canada, the United States, the Philippines and Pakistan, the company is hoping to reach countries like Brazil and India too.

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Indigenous-led Winnipeg organizations' $620M investment plan proposes new hospital, housing – CBC.ca

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A hospital for Indigenous people and hundreds of new housing units are among the spending priorities laid out in an investment plan released Wednesday by a coalition of Indigenous-led organizations in Winnipeg.

The Winnipeg Indigenous Executive Circle — a coalition of 32 member organizations that work to support Winnipeg’s Indigenous population — is proposing a 10-year, $620-million spending plan, which it believes will make Winnipeg a better, healthier place for its communities.

“It’s essentially just laying out … in dollar terms, where we need help and where we see funding gaps that we need to actually hit these objectives,” co-chair Kendall Joiner said at at the Neeginan Centre on Higgins Avenue, where the plan was unveiled on Wednesday.

Spending proposals are broken down into four priority areas: health and well-being, housing and homelessness prevention, supports for families, and employment and education. 

One of the big-ticket items in the plan is a hospital specifically serving Indigenous people, estimated to cost $65 million.

The plan also calls for a commitment to build hundreds of new housing units, including supportive housing and units with rent geared to income, expected to cost at least $347 million.

Other priorities include $1 million for cultural programming through the Winnipeg Indigenous Friendship Centre and $1.2 million for the creation of Indigenous research institutes.

Leaders of the Winnipeg Indigenous Executive Circle —  whose membership includes organizations like Ma Mawi Wi Chi Itata Centre, End Homelessness Winnipeg and the Eagle Urban Transition Centre — say the goals in the plan would promote and elevate the work Indigenous-led groups are already doing.

“We’re a community that’s always been told, ‘this is what you need to do to move forward,'” said Crystal Laborero, chief executive officer of the coalition group.

“I think we’re in a day and a time that we are now realizing that … we have a lot of leaders in the community that are looking to make change for the urban Indigenous community and we have the solutions. We’re the experts in our field, so we feel that we can do this.”

The coalition says the plan shows governments and donors exactly what it would take to make Winnipeg a more welcoming and safer place for people who are First Nations, Métis and Inuit.

Success will be measured not by dollar value, but by how willing governments are to come to the table as equals, and how willing they are to understand that the Indigenous-led groups that make up the coalition know exactly what their communities need, the Winnipeg Indigenous Executive Circle said.

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Credit Suisse Nabs Truist's Wolfgram for Tech Investment Banking – BNN

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(Bloomberg) — Credit Suisse Group AG hired Rick Wolfgram as a managing director within its technology investment-banking group.

Wolfgram, who’s based in San Francisco, will report to Brian Gudofsky, the Swiss lender’s global head of technology investment banking, according to a memo to staff seen by Bloomberg News. A spokesman confirmed the memo’s contents, declining to comment further. 

Wolfgram was most recently a managing director at Truist Financial Corp., where he led internet and digital media investment banking. He’s worked on transactions including initial public offerings for Coursera Inc., DoubleVerify Holdings Inc., NerdWallet Inc., Udemy Inc. and Snap Inc., as well as a high-yield offering for Cars.com Inc., Gudofsky said in his memo. Wolfgram joined Truist in 2012 after working at ThinkEquity. 

Earlier this month, David Miller, Credit Suisse’s global head of investment banking and capital markets, said the Zurich-based firm plans to hire roughly 40 managing directors as part of its broader effort to rebuild. 

©2022 Bloomberg L.P.

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As Markets Tumble, Financial Advisors Rethink Growth Prospects, Finds Natixis Investment Managers 2022 Survey of Financial Professionals

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  • Canadian financial advisors look for double-digit growth in their business, primarily driven by new assets from new clients.
  • Vast majority of client assets are now in model portfolios as focus of wealth management business transitions from portfolio management to holistic financial planning.
  • Advisors see generational wealth transfer as crucial to business success, but only one-third prioritize next-generation heirs as new business targets.

 

BOSTON–(BUSINESS WIRE)–Financial advisors are looking to increase client assets under management (AUM) by 5% (median) this year, and with little of that likely to come from market performance, they are counting primarily on new assets from new clients to grow their business, according to findings from Natixis Investment Managers (IM) 2022 Survey of Financial Professionals, published today.

 

Natixis IM surveyed 150 financial advisors across Canada, as part of a larger global survey of 2,700 financial professionals. The Canadian findings presented here provide insight about advisors’ growth strategies, the challenges they face, and how they are adapting their business to changes in the market.

Over the next three years, financial advisors are targeting a median annualized growth rate in AUM of 15% and 10 new clients per year. While the long bull market helped turbo charge asset growth over the past ten years, advisors aren’t counting on double-digit returns over the long term. Rather, the survey suggests that advisors are looking to catch a tailwind from the vast amount of money in motion, including rollover retirement assets and the transfer of significant generational wealth. Many may be hard-pressed to hit their targets unless they also adapt their business practices and assumptions.

The survey found:

  • Client acquisition is the most difficult way for advisors to go about growing their business. When asked which business growth strategy is most challenging, they were two times more likely to say winning new assets from new clients (45%) than gaining more assets from existing clients (20%). Nearly one in three (29%) say retaining clients is most challenging.
  • 65% of advisors say that establishing relationships with clients’ next-generation heirs is the most important factor for the growth of their business, yet 50% say it’s difficult to make progress at it since it takes so much time.
  • 59% say that demonstrating their value beyond portfolio construction is one of the most important factors for their success, but 42% say it’s challenging because of the time needed to deliver a broader range of advice and services.

“Advisors have to expand their capacity to grow their business while meeting the needs of new and existing clients,” said David Giunta, President and Chief Executive Officer for the U.S. at Natixis Investment Managers. “Advisory relationships are no longer defined by transactions in an investment portfolio, but rather by a deeper understanding of clients’ financial needs and the services they feel add the most value for the money. Technology and product innovation are helping advisors deliver the consistent investment experience clients expect while supporting the transition of their business to a broader focus on financial planning.”

Modeling the business for new clients

One key way advisors are expanding their capacity on the planning side is by using model portfolios on the investing side. On average, 84% of client assets under management are in model portfolios, including 47% of assets in models that advisors build themselves, 29% in models built and managed by their firm, and 23% from third-party asset managers.

The survey found:

  • 83% of financial advisors find that financial planning services are what clients whose assets are in model portfolios value most about the relationship, followed by tax management (60%), financial education and engagement with family members (51%), and trust and estate planning services (50%).
  • Among the small percentage (16%) of advisors who don’t use model portfolios, half (54%) say that personally building clients’ investment portfolios is essential to their value proposition.

“The actively-managed, risk-adjusted performance features inherent in model portfolios make them particularly compelling in the current market environment,” said Marina Gross, Co-Head of Natixis Investment Managers Solutions. “Our portfolio consulting practice shows that core moderate-risk model portfolios consistently deliver higher risk-adjusted returns with less volatility than the broad market, enabling advisors to focus more time on long-term goals, than short-term performance.”

The survey found the most effective ways financial advisors are incorporating model portfolios into their practice are by:

  • Transitioning assets on a case-by-case basis, depending on each client’s willingness (65%)
  • Focusing on new assets from new clients (39%)
  • Transitioning client assets in phases, eventually moving the entire client base into model portfolios over time (34%)

About one in three advisors (29%) have found it effective to focus their use of model portfolios on retirement drawdown clients, while one in four (25%) say it was best to take the plunge and move their entire book of business into model portfolios all at once. Few have found it particularly effective to reserve their use of model portfolios for clients who represent less revenue potential, including clients with lower balances (15%) and younger clients (12%).

Prospecting efforts come into focus

In their search for new clients, financial advisors are looking in all the usual places, with most (77%) considering the life stages of their prospects. Almost all advisors (98%) say that pre-retirees, or people between the ages of 50 and 60, are their top priority, while 64% focus on prospects who are at or just entering retirement. Seven in ten (70%) prioritize older accumulators, or people between the ages of 35 and 50 who are in their peak earning years and likely in need of comprehensive financial services to address multiple financial goals such as saving for retirement, funding education, and managing debt.

Given the market environment and generational transfer of wealth underway, advisors may be missing opportunities to reach the oldest and youngest group of potential clients.

  • Only 33% of financial advisors are focused on post-retirees, many of who are drawing down versus accumulating assets but who still need robust financial planning and advice to protect, use and pass on their assets.
  • 34% place a high priority on prospecting for clients between the ages of 18 and 35, members of Generations Y and Z, who represent the fastest-growing segments of Canada’s population1.

Beyond age segmentation, advisors are tailoring their business offering and business development strategies to appeal to specific high-valued groups. When asked which segments they are prioritizing for client acquisition and retention, the survey found that, again, advisors might be overlooking opportunities to meet the distinct needs of certain segments, namely women and the LGBT+ community. Moreover, relatively few are targeting next-generation heirs despite their importance to the success of their business.

The survey found:

  • 83% of advisors are focused on professionals, such as lawyers, doctors, and corporate executives and nearly as many (75%) are targeting business owners
  • 75% are focused on HENRYs (High Earners, Not Rich Yet)
  • 35% prioritize next-generation heirs
  • 29% are concentrating on the needs of women
  • 4% are focused on the LGBTQ community

Natixis Investment Manager’s global report on the findings of its 2022 survey of Financial Advisors can be found here.

1 Statistics Canada, Census of Population, 2021, reported in A generational portrait of Canada’s aging population from the 2021 Census, released April 27, 2022.

Methodology

Natixis Investment Managers surveyed 150 financial advisors across Canada, as part of a larger global survey of 2,700 financial professionals in 16 countries. Data were gathered in March and April 2022 by the research firm CoreData with additional analysis conducted by the Natixis Center for Investor Insights.

About the Natixis Center for Investor Insight

The Natixis Center for Investor Insight is a global research initiative focused on the critical issues shaping today’s investment landscape. The Center examines sentiment and behavior, market outlooks and trends, and risk perceptions of institutional investors, financial professionals and individuals around the world. Our goal is to fuel a more substantive discussion of issues with a 360° view of markets and insightful analysis of investment trends.

About Natixis Investment Managers

Natixis Investment Managers’ multi-affiliate approach connects clients to the independent thinking and focused expertise of more than 20 active managers. Ranked among the world’s largest asset managers1 with more than $1.3 trillion assets under management2 (€1.2 trillion), Natixis Investment Managers delivers a diverse range of solutions across asset classes, styles, and vehicles, including innovative environmental, social, and governance (ESG) strategies and products dedicated to advancing sustainable finance. The firm partners with clients in order to understand their unique needs and provide insights and investment solutions tailored to their long-term goals.

Headquartered in Paris and Boston, Natixis Investment Managers is part of the Global Financial Services division of Groupe BPCE, the second-largest banking group in France through the Banque Populaire and Caisse d’Epargne retail networks. Natixis Investment Managers’ affiliated investment management firms include AEW; AlphaSimplex Group; DNCA Investments;3 Dorval Asset Management; Flexstone Partners; Gateway Investment Advisers; Harris Associates; Investors Mutual Limited; Loomis, Sayles & Company; Mirova; MV Credit; Naxicap Partners; Ossiam; Ostrum Asset Management; Seeyond; Seventure Partners; Thematics Asset Management; Vauban Infrastructure Partners; Vaughan Nelson Investment Management; and WCM Investment Management. Additionally, investment solutions are offered through Natixis Investment Managers Solutions and Natixis Advisors, LLC. Not all offerings are available in all jurisdictions. For additional information, please visit Natixis Investment Managers’ website at im.natixis.com | LinkedIn: linkedin.com/company/natixis-investment-managers.

Natixis Investment Managers’ distribution and service groups include Natixis Distribution, LLC, a limited purpose broker-dealer and the distributor of various U.S. registered investment companies for which advisory services are provided by affiliated firms of Natixis Investment Managers, Natixis Investment Managers S.A. (Luxembourg), Natixis Investment Managers International (France), and their affiliated distribution and service entities in Europe and Asia.

1 Cerulli Quantitative Update: Global Markets 2021 ranked Natixis Investment Managers as the 15th largest asset manager in the world based on assets under management as of December 31, 2020.2 Assets under management (“AUM”) of current affiliated entities measured as of March 31, 2022 are $1,320.6 billion (€1,187.6 billion). AUM, as reported, may include notional assets, assets serviced, gross assets, assets of minority-owned affiliated entities and other types of non-regulatory AUM managed or serviced by firms affiliated with Natixis Investment Managers.3 A brand of DNCA Finance.

This material is provided for informational purposes only and should not be construed as investment advice. There can be no assurance that developments will transpire as forecasted.

The data shown represents the opinion of those surveyed, and may change based on market and other conditions. It should not be construed as investment advice.

All investing involves risk, including the risk of loss. No investment strategy or risk management technique can guarantee return or eliminate risk in all market environments.

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