In 2008, in the midst of a financial crisis and a credit freeze, how can a CFO of a private-label credit division convince others to pursue a bold acquisition plan?
How does a low cost viable benchmark for active management guide the investment strategy for Canada Pension Plan Investment Board?
Should a global investment management firm get behind a new Israeli finance company led by a bold entrepreneur with an impressive, but short, track record?
Should a global integrated oil company make a large cash investment in a Russian natural gas company in order to seal the deal on an alliance?
Should General Motors' pension plan investment team adapt a low volatility strategy that, although attractive in many respects, contradicted generally accepted finance theory?
In the aftermath of the financial crisis of 2008, how does a registered investment advisor analyze the degree of risk her client is willing to take on?
Should a consultant to pension funds add real estate investments to a mid-sized fund's portfolio?
What form of governance would best serve the beneficiaries of the New York State Common Retirement Fund, as well as taxpayers?
Should a venture capital firm specializing in software startups adjust its strategy to a changed market?