Investment Review

Total Page:16

File Type:pdf, Size:1020Kb

Investment Review Volume 5, Issue 2, 2009 Community Development INVESTMENT REVIEW www.frbsf.org/cdinvestments Articles Mission Insurance: How to Structure a Social Enterprise So Its Social And Environmental Goals Survive Into the Future Kevin Jones, Good Capital Exploring the Continuum of Social and Financial Returns: When Does a Nonprofit Become a Social Enterprise? Kathy Brozek Using High-Transparency Banks to Reconnect Money and Meaning Bruce Cahan Impact Investing: Harnessing Capital Markets to Solve Problems at Scale Antony Bugg-Levine, Rockefeller Foundation, and John Goldstein, Imprint Capital Advisors Increasing Access to Capital: Could Better Measurement of Social and Environmental Outcomes Entice More Institutional Investment Capital into Underserved Communities? Lisa A. Hagerman, College Institute for Responsible Investment, Oxford University Centre for the Environment, and Janneke Ratcliffe, UNC, Center for Community Capital NCIF Social Performance Metrics: Increasing Flow of Investments in Distressed Neighborhoods through Community Development Banking Institutions Saurabh Narain and Joe Schmidt, National Community Investment Fund Commentary Reject the Reset! Jed Emerson, Uhuru Capital Management Rethink Charity Dan Pallotta, Pallota TeamWorks Local Stock Exchanges and National Stimulus Michael Shuman, Business Alliance for Local Living Economies At the Crossroads Where Economic Development, NTER FO Job Creation and Workforce Development Intersect Carla I. Javits, REDF CE R C O S M T N Value Penelope Douglas, Pacific Community Ventures M E FEDERAL RESERVE BANK OF SAN FRANCISCO SAN BANK OF RESERVE FEDERAL U M N T Could “Small Is Beautiful” Replace “Too Big to Fail?” I Don Shaffer, RSF Social Finance S T Y E V D N E I VE T LOPMEN Community Development INVESTMENT REVIEW The Community Affairs Department of the Federal Reserve Bank of San Francisco created the Center for Community Development Invest- ments to research and disseminate best practices in providing capital to low- and moderate-income communities. Part of this mission is accomplished by publishing the Community Development Investment Review. The Review brings together experts to write about various community development investment topics including: Finance—new tools, techniques, or approaches that increase the volume, lower the cost, lower the risk, or in any way make investments in low-income communities more attractive; Collaborations—ways in which different groups can pool resources and expertise to address the capital needs of low-income communities; Public Policy—analysis of how government and public policy influence community development finance options; Best Practices—showcase innovative projects, people, or institutions that are improving the investment opportunities in low-income areas. The goal of the Review is to bridge the gap between theory and practice and to enlist as many viewpoints as possible—government, nonprofits, financial institutions, and beneficiaries. As a leading economist in the community development field describes it, the Review provides “ideas for people who get things done.” For submission guidelines and themes of upcoming issues, visit our website: www.frbsf. org/cdinvestments. You may also contact David Erickson, Federal Reserve Bank of San Francisco, 101 Market Street, Mailstop 215, San Francisco, California, 94105-1530. (415) 974-3467, [email protected]. Center for Community Development Investments Federal Reserve Bank of San Francisco www.frbsf.org/cdinvestments Center Staff Advisory Committee Joy Hoffmann, FRBSF Group Vice President Frank Altman, Community Reinvestment Fund Scott Turner, Vice President Jim Carr, National Community Reinvestment Coalition John Olson, Senior Advisor Prabal Chakrabarti, Federal Reserve Bank of Boston David Erickson, Center Manager Catherine Dolan, Wachovia Community Development Finance Ian Galloway, Investment Associate Andrew Kelman, Bank of America Securities Judd Levy, New York State Housing Finance Agency John Moon, Federal Reserve Board of Governors Kirsten Moy, Aspen Institute Mark Pinsky, Opportunity Finance Network John Quigley, University of California, Berkeley Benson Roberts, LISC Ruth Salzman, Ruth Salzman Consulting Ellen Seidman, ShoreBank Corporation and New America Foundation Bob Taylor, Wells Fargo CDC Kerwin Tesdell, Community Development Venture Capital Alliance Table of Contents Articles Mission Insurance: How to Structure a Social Enterprise So Its Social And Environmental Goals Survive Into the Future ...........................................................................1 Kevin Jones, Good Capital Exploring the Continuum of Social and Financial Returns: When Does a Nonprofit Become a Social Enterprise? .....................................................................7 Kathy Brozek Using High-Transparency Banks to Reconnect Money and Meaning .............................................18 Bruce Cahan Impact Investing: Harnessing Capital Markets to Solve Problems at Scale ...................................30 Antony Bugg-Levine, Rockefeller Foundation, and John Goldstein, Imprint Capital Advisors Increasing Access to Capital: Could Better Measurement of Social and Environmental Outcomes Entice More Institutional Investment Capital into Underserved Communities? ...................................................................43 Lisa A. Hagerman , College Institute for Responsible Investment, Oxford University Centre for the Environment, and Janneke Ratcliffe, UNC, Center for Community Capital NCIF Social Performance Metrics: Increasing Flow of Investments in Distressed Neighborhoods through Community Development Banking Institutions ......................65 Saurabh Narain and Joe Schmidt, National Community Investment Fund Table of Contents Commentary Reject the Reset! ...........................................................................................................................76 Jed Emerson, Uhuru Capital Management Rethink Charity .............................................................................................................................79 Dan Pallotta, Pallota TeamWorks Local Stock Exchanges and National Stimulus ............................................................................. 81 Michael Shuman, Business Alliance for Local Living Economies At the Crossroads Where Economic Development, Job Creation and Workforce Development Intersect ..........................................................................................85 Carla I. Javits, REDF Value ...........................................................................................................................................88 Penelope Douglas, Pacific Community Ventures Could “Small Is Beautiful” Replace “Too Big to Fail?” ....................................................................92 Don Shaffer, RSF Social Finance Foreword David Erickson Federal Reserve Bank of San Francisco August 2009 n Karl Polanyi’s seminal work, The Great Transformation, he argues that it was a radical departure for Western society in the early modern period to divorce land, labor, and Icapital from their traditional values, turning them into commodities that could be bought and sold. The crucial point is this: labor, land, and money are essential elements of industry; they also must be organized in markets; in fact these markets form an absolutely vital part of the economic system. But labor, land, and money are obviously not commodities….Labor is only a another name for human activity which goes with life itself, which in its turn is not produced for sale for entirely different reasons, nor can that activity be detached from the rest of life, be stored or mobilized; land is only another name for nature, which is not produced by man; actual money, finally, is merely a token of purchasing power which, as a rule, is not produced at all, but comes into being through the mechanism of banking or state finance. None of them is produced for sale. The commodity description of labor, land, and money is entirely fictitious.1 Not long ago in Europe, and still in many places in the world today, traditional and community values reigned. In those circumstances, laborers did not measure their time by the hour and sell it to an employer, there were no real estate sales offices in the village center, and capital had yet to accumulate. (If Marx was right and capital was frozen labor, then the world still needed the nation-state and a modern financial system to play the role of the freezer.) We may be on the edge of another period when we reintroduce community values to the commodities of land, labor, and capital. In this issue of the Review, we explore how both business enterprises and investment decisions can be infused with community goals— providing for those who are less capable of providing for themselves, promoting better health and stronger community fabric, and respecting the environment. Community development finance is already playing a supporting role in this evolution. Kathy Brozek kicks off this issue and gives an overview of social enterprise, providing a context and tools for understanding the entire spectrum of business enterprises—from purely profit-motivated on one end, to purely charity on the other. Kevin Jones also explores social enterprises, particularly in terms of how their social missions can survive all stages of growth, even an initial public offering. 1 Karl Polanyi, The Great Transformation: The Political and Economic Origins of Our Time (Boston: Beacon Press,
Recommended publications
  • Report of the Committee on the Future Economy (CFE)
    Report of the Committee on the Future Economy Pioneers of the next generation A B CONTENTS Exchange of Letters with the Prime Minister ................................................................................... ii Executive Summary ............................................................................................................................. 1 Strategy 1: Deepen and diversify our international connections .................................................. 16 Strategy 2: Acquire and utilise deep skills ........................................................................................ 22 Strategy 3: Strengthen enterprise capabilities to innovate and scale up ................................... 28 Appendix 3.1: The role of manufacturing in Singapore’s economy ............................... 33 Strategy 4: Build strong digital capabilities ...................................................................................... 36 Strategy 5: Develop a vibrant and connected city of opportunity ................................................ 41 Strategy 6: Develop and implement Industry Transformation Maps (ITMs) ................................ 48 Appendix 6.1: List of ITM Clusters and Industries ............................................................ 53 Appendix 6.2: Logistics ITM ................................................................................................. 54 Appendix 6.3: Retail ITM ...................................................................................................... 56
    [Show full text]
  • Of Community Banking: the Continued Importance of Local Institutions Bob Solomon UC Irvine School of Law
    UC Irvine Law Review Volume 2 Issue 3 Business Law as Public Interest Law / Article 8 Searching for Equality: A Conference on Law, Race, and Socio-Economic Class 12-2012 The alF l (and Rise?) of Community Banking: The Continued Importance of Local Institutions Bob Solomon UC Irvine School of Law Follow this and additional works at: https://scholarship.law.uci.edu/ucilr Part of the Banking and Finance Law Commons Recommended Citation Bob Solomon, The Fall (and Rise?) of Community Banking: The Continued Importance of Local Institutions, 2 U.C. Irvine L. Rev. 945 (2012). Available at: https://scholarship.law.uci.edu/ucilr/vol2/iss3/8 This Article and Essay is brought to you for free and open access by UCI Law Scholarly Commons. It has been accepted for inclusion in UC Irvine Law Review by an authorized editor of UCI Law Scholarly Commons. UCILR V2I3 Assembled v8 (Do Not Delete) 12/14/2012 5:35 PM The Fall (and Rise?) of Community Banking: The Continued Importance of Local Institutions Bob Solomon* Introduction ..................................................................................................................... 945 I. The Reality of Bank Concentration .......................................................................... 946 II. Four Principles ........................................................................................................... 950 III. ShoreBank—The Model for Community Development Banking ................... 955 IV. The Difficulties of Starting a De Novo Bank— The New Haven Experience ...........................................................................
    [Show full text]
  • Funding for Social Enterprises in Detroit
    Funding for Social Enterprises in Detroit: ASSESSING THE LANDSCAPE PREPARED BY MARCH 2019 FUNDING FOR SOCIAL ENTERPRISES IN DETROIT: ASSESSING THE LANDSCAPE Preface Disclaimer Avivar Capital, LLC is a Registered Investment Adviser. Advisory services are only offered to clients or prospective clients where Avivar Capital, LLC and its representatives are properly licensed or exempt from licensure. This website is solely for informational purposes. Past performance is no guarantee of future returns. Investing involves risk and possible loss of principal capital. No advice may be rendered by Avivar Capital, LLC unless a client service agreement is in place. The commentary in this presentation reflects the personal opinions, viewpoints and analyses of the Avivar Capital, LLC and employees providing such comments. It should not be regarded as a description of advisory services provided by Avivar Capital, LLC or performance returns of any Avivar Capital, LLC investments client. The views reflected in the commentary are subject to change at any time without notice. Nothing on this presentation constitutes investment advice, performance data or any recommendation that any particular security, portfolio of securities, transaction or investment strategy is suitable for any specific person. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. Financing Vibrant Communities 2 FUNDING FOR SOCIAL ENTERPRISES IN DETROIT: ASSESSING THE LANDSCAPE The concept of integrating social aims with profit-making has been an emerging trend in the world for quite some time now, changing the way philanthropies think about impact and the way businesses operate. In fact, increasingly organizations “are no longer assessed based only on traditional metri- cs such as financial performance, or even the quality of their products or services.
    [Show full text]
  • Oral History of William H. Draper III
    Oral History of William H. Draper III Interviewed by: John Hollar Recorded: April 14, 2011 Mountain View, California CHM Reference number: X6084.2011 © 2011 Computer History Museum Oral History of William H. Draper III Hollar: So Bill, here I think is the challenge. There's been a great oral history done of you at Berkeley; and then you've written your book. So there's a lot of great information about you on the record. So what I thought we would try to— Draper: That's scary. I hope I say it the same way. Hollar: Well, your version of it is on the record, that's for sure. So I wanted to cover about eight areas in the hour and a half that we have. Draper: Okay. Hollar: Which is quite a bit. But I guess that's also a way of saying—we can go into as much or as little detail as you want to. But the eight areas that I was most interested in covering are your early life and your education; your early career—and with that I mean Inland Steel and meeting Pitch Johnson, and Draper, Gaither & Anderson, that section. Draper: Good. Hollar: Then Draper & Johnson—you and Pitch really getting into it together; then, of course, Sutter Hill and that very incredible fifteen-year period. Draper: Yeah, that was a good period. Hollar: A little bit of what you call "the lost decade." Draper: Okay. Hollar: Then what I call the Draper Richards Renaissance. Draper: Good. Hollar: And kind of the second chapter of venture capital for you.
    [Show full text]
  • 'Shorebank Amendment P&A'
    AMENDMENT TO PURCHASE AND ASS!JMPTION AGREEMENT THIS AMENDMENT, made and entered into as of the 20th day of August, 2010, by and among the FEDERAL DEPOSIT INSURANCE CORPORATION, RECEIVER of SHOREBANK, CHICAGO, ILLINOIS (the "Receiver"), URBAN PARTNERSHIP BANK, CHICAGO, ILLINOIS, organized under the laws of the state of Illinois, and having its principal place of business in Chicago, Illinois (the "Assuming Institution"), and the FEDERAL DEPOSIT INSURANCE CORPORATION, organized under the laws of the United States of America and having its principal office in Washington, D.C., acting in its corporate capacity (the "Corporation"). WITNESSETH: WHEREAS, on August 20, 2010, the Illinois Department of Financial and Professional Regulation closed ShoreBank (the "Failed Bank") pursuant to applicable law and the Corporation was appointed Receiver thereof; and WHEREAS, on August 20, 2010, the parties hereto entered into a Purchase and Assumption Agreement (the "Agreement") whereby the Assuming Institution purchased certain assets and assumed certain deposit and other liabilities of the Failed Bank on the terms set for in the Agreement; and WHEREAS, the parties desire to amend this Agreement on the terms and conditions set forth in this Amendment to Purchase and Assumption Agreement; NOW THEREFORE, in consideration of the mutual promises herein set forth and other valuable consideration, the parties hereto agree as follows: ARTICLE 2.1 is amended as follows: 2.1 Liabilities Assumed by Assuming Institution. The Assuming Institution expressly assumes
    [Show full text]
  • Venture Capital Limited Partnership Agreements: Understanding Compensation Arrangements Kate Litvak†
    File: 07 Litvak Final Created on: 4/2/2009 2:10:00 PM Last Printed: 4/2/2009 2:13:00 PM Venture Capital Limited Partnership Agreements: Understanding Compensation Arrangements Kate Litvak† This Article uses a hand-collected dataset of venture capital partnership agreements to study venture capitalist (VC) compensation. Several new findings emerge. First, VC compen- sation consists of three elements, not two (management fee and carried interest), as common- ly believed. The third element is the value-of-distribution rules that specify when during the fund’s life VCs receive distributions. These rules often generate an interest-free loan to VCs from limited partners. A shift from the most popular distribution rule to the second-most popular rule can affect VC compensation as much as or more than common variations in management fee (from 2 percent to 2.5 percent of committed capital) or carried interest (from 20 percent to 25 percent of fund profit). Second, VC compensation is often more com- plex and manipulable than it could have been. However, more complex management-fee provisions predict lower total compensation; thus, complexity is not used to camouflage high pay. Third, common proxies for VC quality predict higher levels of the more transparent forms of VC compensation (carried interest and management fee) but do not predict the levels of opaque compensation (interest-free loan, as determined by distribution rules). Fourth, long-term VC performance predicts fund size (which in turn predicts VC pay, con- trolling for fund size), but recent performance does not predict changes in fund size. Finally, VC compensation is less performance-based than commonly believed: for vintage years between 1986 and 1997 (most recent years for fully liquidated funds), about half of total VC compensation comes from the nonrisky management fee.
    [Show full text]
  • Download Report (PDF)
    Innovation We strive to create opportunities with new approaches and resources. Our Guiding Integrity Principles We do the right thing for the right reasons. Our culture is defined by six core values. They are the key to our storied legacy and the guide to our daily business decisions. Excellence We pride ourselves on the quality of our work, and we seek to exceed expectations. Entrepreneurship We believe that great organizations are built by employing and partnering with the best and brightest people. Talent We believe in fostering individual creativity and a sense of ownership. Stewardship We are dedicated to safeguarding the capital and trust of our clients, and advancing their best interests. A Letter From Managing Partner Peter Lawson-Johnston II At the time of writing this letter, the world is enduring a health crisis while the United States is undergoing a self-examination of societal inequities, both of which are challenging our preconceived notions of where and how we work, learn, worship, and most importantly, how we connect with each other as a community. This is our fourth annual Impact Report that documents our achievements and values as they relate to contributing to the communities where we live and work. But how do you assess your impact on the world, as a business, and as a corporate citizen, when the world seemingly has fundamentally changed? A crisis of this scale is remarkable in how it forces one to focus simultaneously on the uncertainty of today as well as the uncertainty of next year or future decades. Uncertainty can be insidious, and it is easy to withdraw or disengage.
    [Show full text]
  • Emerging Trends in Real Estate®
    GREGG GALBRAITH, RED STUDIO GREGG GALBRAITH, NICO MARQUES Emerging Trends in Real Estate® United States and Canada 2017 Emerging Trends in Real Estate® 2017 A publication from: Emerging Trends in Real Estate® 2017 Contents 3 Chapter 1 Playing for Advantage, Guarding 68 Chapter 5 Emerging Trends in Canadian the Flank Real Estate 4 Context: A Kinder, Gentler Real Estate Cycle? 68 More Than Mixed Use, It’s about Building 5 Optionality Communities 6 Transformation through Location Choice 78 Affordability on the Decline 8 Recognizing the Role of the Small 98 Renting for the Long Term Entrepreneurial Developer 09 Technology Disruptors Hold a Competitive 9 Labor Scarcity in Construction Costs Advantage 1 1 Housing Affordability: Local Governments 09 Global Uncertainties Weigh on the Mind Step Up 09 Ongoing Oil and Gas Woes 3 1 Gaining Entry beyond the Velvet Rope 29 Waiting for Deals 4 1 The Connectedness of Cities 92 Economic Outlook 5 1 Ready for Augmented Reality? 93 Property Type Outlook 7 1 Blockchain for 21st-Century Real Estate 69 Markets to Watch in 2017 8 1 Expected Best Bets for 2017 102 Expected Best Bets for 2017 02 Chapter 2 Capital Markets 104 Interviewees 1 2 The Debt Sector 72 The Equity Sector 33 Summary 43 Chapter 3 Markets to Watch 43 2017 Market Rankings 43 Market Summaries 1 7 Chapter 4 Property Type Outlook 2 7 Industrial 74 Apartments 67 Single-Family Homes 77 Hotels 79 Office 81 Retail 38 Niche Sectors 85 Summary Emerging Trends in Real Estate® 2017 i Editorial Leadership Team Emerging Trends Chairs PwC Advisers and Contributing Researchers Mitchell M.
    [Show full text]
  • Twitter Valued in Billions As Popularity Climbs 15 December 2010
    Twitter valued in billions as popularity climbs 15 December 2010 veterans Mike McCue and David Rosenblatt to its board of directors as it tightens its focus on turning its popularity into revenue. Twitter co-founder Evan Williams stepped down in October as chief executive, ceding the helm to Google veteran Costolo, who was brought in last year to help the micro-blogging service make money. Costolo, whose Web content distribution company Feedburner was purchased by Google in 2007, has A fresh infusion of investment cash pushed Twitter's been at the forefront of efforts to begin monetizing market value up to 3.7 billion dollars on Wednesday with Twitter since he joined the company last year. the number of people using the microblogging service climbing to 175 million. Twitter, which allows users to fire off messages of 140 characters or less known as "tweets," has enjoyed skyrocketing popularity since it was launched in 2006 by Williams, Jack Dorsey and Biz A fresh infusion of investment cash pushed Stone. Twitter's market value up to 3.7 billion dollars on Wednesday with the number of people using the McCue is chief executive of social magazine iPad microblogging service climbing to 175 million. application maker Flipboard while Rosenblatt's resume includes stints at Microsoft, Google, More than 25 billion "tweets" were fired off during DoubleClick and Netscape. the past 12 months, with Twitter adding 100 million new accounts during that same time frame, the "These additional resources and expertise will be firm's chief executive Dick Costolo said in an online extremely helpful as Twitter continues to grow as a post.
    [Show full text]
  • Venture Capital Communities 1
    Venture Capital Communities 1 Amit Bubna Indian School of Business Gachibowli, Hyderabad, India 500 032 Sanjiv R. Das Leavey School of Business Santa Clara University, CA 95053 Nagpurnanand Prabhala Robert H. Smith School of Business University of Maryland, College Park, MD 20742 February 27, 2014 1Comments welcome. We thank Alexandre Baptista, David Feldman, Jiekun Huang, Ozgur Ince, Vladimir Ivanov, Pete Kyle, Josh Lerner, Laura Lindsey, Robert Marquez, Vojislav Maksi- movic, Manju Puri, Krishna Ramaswamy, Rajdeep Singh, Richard Smith, Anjan Thakor, Susan Woodward, Bernard Yeung, and participants at the CAF, FIRS, Midwest Finance Association, World Private Equity and TAPMI conferences, and seminar participants at Blackrock, Florida, George Washington University, Georgia State, Georgia Tech, ISB, Kellogg, Maryland, NUS, the R User Group, Rutgers, UNSW, and Villanova for helpful comments. The authors may be reached at their respective email addresses: amit [email protected], [email protected], and [email protected]. Abstract Venture Capital Communities While it is well-known that syndication is extensively used in venture capital (VC) financing, less is known about the composition of VC syndicates. We present new evidence on this issue. While VC firms have a large pool of syndicate partners to choose from, they tend to draw from smaller groups of partners that we call VC \communities." We implement new techniques to uncover these groups and use them to understand preferences driving syndicate partner selection. We find a complex pattern in which preferences for dissimilar partners to extend influence coexist with preferences for similarity in terms of functional style on dimensions of industry, stage, and geographic specialization.
    [Show full text]
  • Private Placement Activity Chris Hastings | [email protected] | 917-621-3750 3/5/2018 – 3/9/2018 (Transactions in Excess of $20 Million)
    Private Capital Group Private Placement Activity Chris Hastings | [email protected] | 917-621-3750 3/5/2018 – 3/9/2018 (Transactions in excess of $20 million) Trends & Commentary ▪ This week, 14 U.S. private placement deals between $20 million and $50 million closed, accounting for U.S. VC Average Deal Size by Series $516 million in total proceeds, compared to last week’s 10 U.S. deals leading to $357 million in total $ in Millions proceeds. This week also had 5 U.S. deals between $50 million and $100 million yielding $320 million, $35 compared to last week’s 4 deals resulting in $279 million in total proceeds. ▪ The U.S. VC average deal size has been significantly increasing for early and late stage VC deals. Late $30 stage VC has increased by 8.8% CAGR 2008 – 2017 while early stage VC has grown by 7.4% CAGR 2008 – 2017. (see figure) ▪ Southern Cross, a PE fund that invests in energy, pharmaceuticals and technology in Latin America, has $25 decided against restructuring its third fund after receiving some interest from its LPs. It is largely because its third fund has been a weak performer, the discount on fund stakes would have been steep and that the $20 fund wanted more time to exit. ▪ Univision has filed to withdraw its pending IPO due to “prevailing market conditions”. Univision initially filed $15 plans to IPO in 2015. ▪ New State Capital Partners has closed its second institutional fund on its $255 million hard cap. The fund $10 can invest more than $50 million equity per deal in sectors such as business services, healthcare services and industrials.
    [Show full text]
  • Participating Companies & Organizations As of September 19
    Participating Companies & Organizations As of September 19, 2019 ADNOC George W. Bush Institute OYO Hotels and Homes African Development Bank GMO Asset Management Paramount Pictures Akbank Government Pension Investment Patagonia Allianz Global Investors Fund (GPIF) Japan PensionDanmark Alphabet and Google Greentech Capital Advisors Perella Weinberg Partners Anheuser-Busch InBev Guggenheim Partners Planet Labs AP7 Gulf International Bank (UK) Ltd. Propper Daley Apollo Global Management Harvest Fund Management Qatar Investment Authority Arm Hellman & Friedman Qatar Stock Exchange Atlassian HSBC Revolution AustralianSuper Hudson Institute Royal DSM Avenue Capital India Today Group Royal Dutch Shell Aviva Investors Indonesia Investment Sesame Workshop AXA Group Ingersoll Rand Sinovation Ventures Bain Capital Inspired Capital Snap Inc. Bank of America International Monetary Fund Softbank Bank of England Investec Group Spring Labs Bank of Canada Islamic Development Bank Group SRMG BGD Holdings, LLC JPMorgan Chase State Street Corp. BlackRock, Inc. K5 Global Suez Blackstone Group Kering Sygnia Group Bloomberg LP Kissinger Associates Temasek International Bloomberg Philanthropies Kohlberg Kravis Roberts & Co. Teneo BNP Paribas Kuwait Investment Authority Tesco Boudica Macquarie Group The Carlyle Group Brazilian Agribusiness Association Mahindra Group The Goldman Sachs Group, Inc. Business Roundtable Marathon Asset The New York Times Canaccord Mars, Incorporated The Paulson Institute Capital Market Authority Mastercard The Saudi Stock Exchange Carlsberg Group/Carlsberg Matarin Capital (Tadawul) Foundation Merck The Walt Disney Company CBS Metlife The World Bank Group China General Chamber of MidOcean TIAA Commerce (CGCC) Moelis & Company Tigress Financial Partners Cisneros Moody’s Tudor Investment Corp Citigroup MSNBC U.S. Department of State CNN National Geographic Partners Uber ConsenSys National Stock Exchange of Unitel SA Angola Cowen, Inc.
    [Show full text]