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Kaufmann Large Cap Growths M a As of 3/31/21
Kaufmann Large Cap Growth SMA as of 3/31/21 Communication Services Activision Blizzard, Inc. Alphabet Inc. Facebook, Inc. Netflix, Inc. Pinterest, Inc. The Walt Disney Company T-Mobile US, Inc. Consumer Discretionary Airbnb, Inc. Alibaba Group Holding Limited - ADR Amazon.com, Inc. Coupang LLC Etsy, Inc. Floor & Decor Holdings, Inc. Home Depot, Inc. Las Vegas Sand Corp. lululemon athletica inc. MercadoLibre, Inc. NIKE, Inc. The TJX Companies, Inc. Consumer Staples Costco Wholesale Corporation Estee Lauder Cos., Inc., Class A Energy New Fortress Energy, Inc. Financials BlackRock, Inc. JPMorgan Chase & Co. KKR & Co., Inc Class COMMON MSCI Inc. The Goldman Sachs Group, Inc. Health Care Abbott Laboratories Alcon Inc. Alnylam Pharmaceuticals, Inc. Argenx SE - ADR Catalent, Inc. Charles River Laboratories International, Inc. Danaher Corp. Dexcom, Inc. Edwards Lifesciences Corporation Genmab A/S - ADR IDEXX Laboratories, Inc. Intuitive Surgical, Inc. Moderna, Inc. Sarepta Therapeutics, Inc. Stryker Corp. Ultragenyx Pharmaceutical, Inc. Veeva Systems Inc. Vertex Pharmaceuticals, Inc. Zai Lab Limited - ADR Zoetis Inc. Industrials CoStar Group, Inc. Generac Holdings, Inc. IHS Markit Ltd Roper Technologies, Inc. Trane Technologies Public Limited Company Verisk Analytics, Inc. Information Technology Advanced Micro Devices, Inc. Apple Inc. Coupa Software, Inc. Fidelity National Information Services, Inc. GDS Holdings Ltd.- ADR GoDaddy, Inc. Marvell Technology Group Ltd. Mastercard, Inc. Microsoft Corporation Nuance Communications, Inc. PagSeguro Digital Ltd. PayPal Holdings, Inc. Qualcomm, Inc. Qualtrics International, Inc. salesforce.com, inc. ServiceNow, Inc. Shopify, Inc. Splunk, Inc. Unity Software, Inc. Visa Inc. Workday, Inc. Materials Air Products and Chemicals, Inc. Ecolab Inc. Scotts Co. The Sherwin-Williams Company Real Estate Crown Castle International Corp. -
Internal Auditing Around the World®
ROBOTICS ARTIFICIAL INTELLIGENCE DIGITAL DATA TRANSFORMATION ANALYTICS MACHINE LEARNING TAKING ON DIGITAL INTERNAL AUDITING AROUND THE WORLD® VOLUME XIV Internal Audit, Risk, Business & Technology Consulting PROTIVITI.COM Foreword by Brian Christensen and Jonathan Wyatt Digital Transformation: A Golden Opportunity for Internal Audit Digital transformation has permeated every Organizations must be wary of their potential industry. Businesses embarking on digitally inability to respond to digital disruption and transforming processes and operations are not drive change in four key areas: improving the just embracing technological advancements. quality of customer engagement; digitizing They are also opening the door to more a product or service and thereby disrupting creativity, ingenuity and innovation. They aim an existing business model; making better, to get ahead of the curve and even perhaps data-driven decisions in near real time; and find a way to upend their entire industry. improving operational performance. While digital transformation presents Organizations undergoing digital transforma- businesses with new opportunities, it also tion typically have multiple initiatives cutting creates risks. The most profound risk is across some or all of these areas simultane- innovative disruption — namely, the threat ously. Their journey is often very complicated, INTERNAL AUDITING AROUND THE WORLD THE AROUND AUDITING INTERNAL of newer “born digital” companies grabbing arduous and long, and thus, difficult to current customers and market share thanks to manage. Ultimately, only one business their ability to transform digitally in an agile function is inherently capable of serving as manner. In many organizations, that risk is an objective guide to the board and executive compounded by resistance to change that management as they seek to understand, may impede digital transformation initiatives. -
Keurig to Acquire Dr Pepper Snapple for $18.7Bn in Cash
Find our latest analyses and trade ideas on bsic.it Coffee and Soda: Keurig to acquire Dr Pepper Snapple for $18.7bn in cash Dr Pepper Snapple Group (NYSE:DPS) – market cap as of 17/02/2018: $28.78bn Introduction On January 29, 2018, Keurig Green Mountain, the coffee group owned by JAB Holding, announced the acquisition of soda maker Dr Pepper Snapple Group. Under the terms of the reverse takeover, Keurig will pay $103.75 per share in a special cash dividend to Dr Pepper shareholders, who will also retain 13 percent of the combined company. The deal will pay $18.7bn in cash to shareholders in total and create a massive beverage distribution network in the U.S. About Dr Pepper Snapple Group Incorporated in 2007 and headquartered in Plano (Texas), Dr Pepper Snapple Group, Inc. manufactures and distributes non-alcoholic beverages in the United States, Mexico and the Caribbean, and Canada. The company operates through three segments: Beverage Concentrates, Packaged Beverages, and Latin America Beverages. It offers flavored carbonated soft drinks (CSDs) and non-carbonated beverages (NCBs), including ready-to-drink teas, juices, juice drinks, mineral and coconut water, and mixers, as well as manufactures and sells Mott's apple sauces. The company sells its flavored CSD products primarily under the Dr Pepper, Canada Dry, Peñafiel, Squirt, 7UP, Crush, A&W, Sunkist soda, Schweppes, RC Cola, Big Red, Vernors, Venom, IBC, Diet Rite, and Sun Drop; and NCB products primarily under the Snapple, Hawaiian Punch, Mott's, FIJI, Clamato, Bai, Yoo- Hoo, Deja Blue, ReaLemon, AriZona tea, Vita Coco, BODYARMOR, Mr & Mrs T mixers, Nantucket Nectars, Garden Cocktail, Mistic, and Rose's brand names. -
Fund Holdings As of 6/30/2021 Massmutual Balanced Fund Invesco Prior to 5/1/2021, the Fund Name Was Massmutual Premier Balanced Fund
Fund Holdings As of 6/30/2021 MassMutual Balanced Fund Invesco Prior to 5/1/2021, the Fund name was MassMutual Premier Balanced Fund. Fund Shares or Par Position Market Security Name Ticker CUSIP Weighting % Amount Value Apple Inc AAPL 037833100 3.91 48,433 6,633,384 Microsoft Corp MSFT 594918104 3.45 21,552 5,838,437 USTREAS T-Bill Auction Ave 3 Mon 1.69 2,862,977 JPMorgan Chase & Co JPM 46625H100 1.56 16,948 2,636,092 Verizon Communications Inc VZ 92343V104 1.45 43,768 2,452,321 The Home Depot Inc HD 437076102 1.42 7,556 2,409,533 Intel Corp INTC 458140100 1.29 38,961 2,187,271 Procter & Gamble Co PG 742718109 1.04 13,105 1,768,258 Cisco Systems Inc CSCO 17275R102 1.03 32,830 1,739,990 UnitedHealth Group Inc UNH 91324P102 1.00 4,215 1,687,855 Comcast Corp Class A CMCSA 20030N101 0.94 28,021 1,597,757 AT&T Inc T 00206R102 0.91 53,587 1,542,234 Oracle Corp ORCL 68389X105 0.83 18,031 1,403,533 Deere & Co DE 244199105 0.76 3,635 1,282,101 Accenture PLC Class A ACN G1151C101 0.74 4,237 1,249,025 Johnson Controls International PLC JCI G51502105 0.74 18,185 1,248,037 Visa Inc Class A V 92826C839 0.71 5,152 1,204,641 Texas Instruments Inc TXN 882508104 0.70 6,128 1,178,414 Costco Wholesale Corp COST 22160K105 0.67 2,850 1,127,660 Bank of America Corp BAC 060505104 0.64 26,192 1,079,896 Broadcom Inc AVGO 11135F101 0.63 2,223 1,060,015 Abbott Laboratories ABT 002824100 0.57 8,348 967,784 Target Corp TGT 87612E106 0.56 3,949 954,631 Honeywell International Inc HON 438516106 0.56 4,324 948,469 Goldman Sachs Group Inc GS 38141G104 0.53 2,374 901,004 -
Securities at Value BT WALDEN MIDCAP FUND 31-Aug-21
Securities At Value BT WALDEN MIDCAP FUND 31-Aug-21 Ticker Description Shares/Par Market Value A US AGILENT TECHNOLOGIES INC 9,650.0000 1,693,285.50 AKAM US AKAMAI TECHNOLOGIES INC 8,650.0000 979,612.50 ARE US ALEXANDRIA REAL ESTATE EQ 4,675.0000 964,779.75 AME US AMETEK, INC. 7,350.0000 999,379.50 APH US AMPHENOL CORP - CLASS A 13,475.0000 1,032,589.25 ANSS US ANSYS INC 2,650.0000 968,204.00 ATR US APTARGROUP INC. 8,800.0000 1,186,240.00 AZPN US ASPEN TECHNOLOGY INC 11,025.0000 1,427,737.50 ATO US ATMOS ENERGY CORP 11,575.0000 1,128,678.25 AZO US AUTOZONE, INC. 875.0000 1,355,506.25 AVB US AVALONBAY COMMUNITIES INC 4,575.0000 1,050,328.50 AVY US AVERY DENNISON CORP 8,775.0000 1,977,797.25 BKR US BAKER HUGHES CO 85,800.0000 1,954,524.00 BR US BROADRIDGE FIN. SOLUTIONS 6,975.0000 1,201,234.50 BRO US BROWN & BROWN INC 18,825.0000 1,092,791.25 CBOE US CBOE GLOBAL MARKETS INC 10,400.0000 1,311,960.00 CRI US CARTER'S INC 15,150.0000 1,551,057.00 CERN US CERNER CORP. 13,200.0000 1,007,820.00 CHE US CHEMED CORPORATION 3,125.0000 1,489,687.50 CHD US CHURCH AND DWIGHT, INC 13,250.0000 1,108,495.00 CTXS US CITRIX SYSTEMS INC 10,425.0000 1,072,419.75 ED US CONSOLIDATED EDISON INC 16,350.0000 1,233,607.50 COO US COOPER COS 3,200.0000 1,442,272.00 CMI US CUMMINS INC 4,500.0000 1,061,910.00 CONE US CYRUSONE INC 9,875.0000 760,177.50 DCI US DONALDSON CO INC. -
The Evolving Role of the Chief Data Officer in Financial Services
The evolving role of the chief data officer in financial services: From marshal and steward to business strategist The evolving role of the chief data officer in financial services | From marshal and steward to business strategist The evolving role of the chief data officer in financial services: From marshal and steward to business strategist Over the past few years, financial institutions core businesses, products, customers, and (FIs) have increasingly come to recognize supporting data infrastructure’s capabilities that their data assets represent highly and needs. strategic sources of insight and leverage for a wide array of business functions, More recently, the CDO’s job description–for including risk management, regulatory the most progressive organizations–has compliance, sales and marketing, product evolved from its initial focus on data asset development, and operational performance, gathering, governance, and stewardship among others. To realize this embedded to proactive business enablement, with value, however, organizations need to many institutions even marrying the CDO proactively and effectively manage their and chief analytics officer (CAO) roles into a information assets at the enterprise level. In single senior-level position. This is especially response, they have been appointing chief true for organizations that aggressively data officers (CDOs) to provide required seek to leverage data science and advanced strategic guidance and execution support, analytical modelling to generate new insights and also to assure access to and the into the markets and customers they serve, quality of critical data. In addition, CDOs the products they build and price, the risks will undoubtedly play a strategic role in they assume or pass on, and the means by helping FIs adapt and transform their data which they operate the business to benefit ecosystems in response to rapid technology stakeholders. -
Vol. 15: Next-Gen Internal Audit
Internal Audit, Risk, Business & Technology Consulting next-gen internal audit ARE YOU READY? VOL. Internal Auditing XV Around the World® Internal Auditing Around the World® Vol. XV Next-Generation Internal Audit: Catch the Wave BRIAN CHRISTENSEN ANDREW STRUTHERS-KENNEDY Protiviti Executive Vice President Protiviti Managing Director Global Internal Audit Global IT Audit Leader Experiment. Learn. Repeat. A critical mass of factors has led internal audit functions to a watershed moment: They must disrupt or be disrupted. At Protiviti, we refer to the innovation and transformation internal audit functions must pursue as next-generation internal audit.1 These efforts — already underway in a growing number of companies — vary. But they share an agile, holistic approach centering on new directions for governance, methodology and technology that deliver efficiency improvements, stronger assurance and more valuable business insights. For compelling reasons, chief audit executives (CAEs) are urging their teams to embrace an entrepreneurial spirit. Boards of directors and audit committees are raising their expectations regarding internal audit’s role. Directors no longer view internal audit as a place where a simple command of controls is sufficient. They and management want internal audit to address corporate culture, sustainability strategies, and other, still-unfolding and less tangible sources of organizational value. 1 The Next Generation of Internal Auditing — Are You Ready? Catch the Innovation Wave, November 2018, Protiviti: www.protiviti.com/ auditnextgen. Internal audit’s expanding role also demands keeping pace with business partners that are implementing transformation at breakneck speed. They are overhauling traditional business models and processes to enhance the customer experience, digitizing more offerings, and fortifying data-driven decision-making to boost operational performance. -
OLSTEIN ALL CAP VALUE FUND SCHEDULE of INVESTMENTS March 31, 2021 (Unaudited) COMMON STOCKS - 84.7% Shares Value Advertising Agencies - 1.4% Omnicom Group, Inc
OLSTEIN ALL CAP VALUE FUND SCHEDULE OF INVESTMENTS March 31, 2021 (Unaudited) COMMON STOCKS - 84.7% Shares Value Advertising Agencies - 1.4% Omnicom Group, Inc. 140,000 $ 10,381,000 Aerospace & Defense - 1.9% L3Harris Technologies, Inc. 39,000 7,904,520 Raytheon Technologies Corporation 77,000 5,949,790 13,854,310 Air Delivery & Freight Services - 2.4% FedEx Corporation 35,000 9,941,400 United Parcel Service, Inc. - Class B 45,000 7,649,550 17,590,950 Airlines - 2.1% Delta Air Lines, Inc. (a) 158,000 7,628,240 JetBlue Airways Corporation (a) 353,000 7,180,020 14,808,260 Auto Manufacturers - 1.0% General Motors Company (a) 129,000 7,412,340 Beverages - 0.6% Keurig Dr Pepper, Inc. (b) 124,000 4,261,880 Building Products - 1.2% Carrier Global Corporation 198,000 8,359,560 Capital Markets - 1.4% Goldman Sachs Group, Inc. 31,500 10,300,500 Chemicals - 1.8% Corteva, Inc. 201,000 9,370,620 Eastman Chemical Company 31,000 3,413,720 12,784,340 Commercial Banks - 5.8% Citizens Financial Group, Inc. 154,000 6,799,100 Fifth Third Bancorp 228,000 8,538,600 Prosperity Bancshares, Inc. 68,000 5,092,520 U.S. Bancorp 181,000 10,011,110 Wells Fargo & Company 280,000 10,939,600 41,380,930 Commercial Services - 1.6% Moody's Corporation 18,500 5,524,285 S&P Global, Inc. 17,000 5,998,790 11,523,075 Communications Equipment - 1.9% Cisco Systems, Inc. 266,000 13,754,860 Computers - 1.9% Apple, Inc. -
Why Keurig Is Acquiring Dr. Pepper (Rabobank)
January 2018 Why Keurig Is Acquiring Dr Pepper Breaking Down the Walls Between Coffee and Soft Drinks RaboResearch Food & Agribusiness far.rabobank.com Summary The strategic basis for the Keurig – DPS combination is clear: to create a company that Jim Watson combines hot/cold beverages and retail/office/e-commerce distribution in order to match the Senior Analyst - Beverages +1 212 916 7943 way its consumers experience the beverage world. The strategic side of the combination will take significant execution skill, while the financial side (creating synergies and an exit strategy) looks to be more straightforward. Details of the acquisition On January 29, 2018 Keurig agreed to a merger with Dr Pepper Snapple to form Keurig Dr Pepper (KDP). Dr Pepper Snapple shareholders will receive USD 103.75 per share (for a total cash value of USD 19 billion) and retain a 13% stake in the new public company. The total value to DPS shareholders represents an EV/EBITDA multiple of 17.6x. JAB, together with its partners, will make an equity investment of USD 9 billion to help finance this transaction. Coffee + soft drink opportunities and challenges KDP integrates hot and cold beverages to a degree we haven’t seen before, but we see this as a step towards a more combined coffee and soft-drink world. The most concrete example presented by the company of top-line synergies is the ability to increase distribution of ready-to- drink coffee products, with access to the broader JAB coffee portfolio. We wrote about the blurring lines between coffee and soft drinks in our note Coffee Joins the Beverage Party: What Happens when a Can of Coffee Looks Just Like a Can of Soda? We are bullish on the potential for ready-to-drink coffee in North America – and believe the new KDP could build a real challenger to Starbucks/Pepsi in this space. -
View Management Consulting Flyer Now!
MENDOZA COLLEGE of BUSINESS MANAGEMENT & Undergraduate Undergraduate Enrollment Career ORGANIZATION (Spring 2020) Outcomes MCOB “From empathy 65 95% and human- MGTC MAJORS centered design, (JUNIORS & SENIORS) PLACEMENT RATE to effective communication 143 and teamwork, $65,000 INNOVATION & ENTREPRENEURSHIP AVERAGE STARTING to deeply MINORS SALARY analytical and technical RECENT PLACEMENTS STUDENT ORGANIZATIONS skills, the 84.51 Business Action in Social Accenture Entrepreneurship Management ALDI Design for America Consulting Arizona Coyotes Organization Entrepreneurship Society Undergraduate Studies Avanade Notre Dame Venture Capital and curriculum Booz Allen Hamilton Entrepreneurship Group truly immerses Capital One Unleashed (Impact Investing M&O MAJOR Chicago Bears initiative) Leadership. Innovation and design thinking. students in Credit Suisse The Management Consulting (MGTC) major prepares the world of Dallas Wings Problem solving to create strategic solutions students to manage people and processes in both large Deloitte ACADEMIC CENTERS that have a positive impact on the people you and small organizations and to consult with organizations business and E&J Gallo Center for Ethics and Religious Values on these issues. The major includes courses in international eviCore Healthcare work with, the stakeholders you serve and the in Business management, business problem solving and strategic HR enables them EY Notre Dame Deloitte Center for Ethical greater human community. management, as well as the opportunity to learn leading- to holistically -
2020 Q1 Sawgrass FF
Investment Statement June 30, 2021 Ormond Beach Firefighters Pension Trust Fund Diversified Large Growth Equity Gregory S. Gosch, Institutional Client Services (904) 493-5506 1579 The Greens Way, Suite 20 Jacksonville Beach, FL 32250 www.saw-grass.com Portfolio Review Portfolio Market Values Portfolio Summary Change in Portfolio Market Value Asset Class Total Cost Market Value Percent of Assets Beginning Market Value on 03/31/2021 $4,321,633.21 Equity $2,683,259.40 $4,518,862.64 98.3% Additions $0.00 Cash & Equivs. $77,110.59 $77,110.59 1.7% Withdrawals -$30,353.69 TOTAL $2,760,369.99 $4,595,973.23 100% Investment Gain/Loss $310,432.01 Ending Market Value on 06/30/2021 $4,595,973.23 Asset Allocation Equity Cash & Equivs. 98% 2% STABILITY | CONSISTENCY | COMMITMENT 2 Portfolio Performance TOTAL RETURNS FOR SELECT PERIODS Ormond Beach Firefighters Pension Trust Fund 06/30/2021 Quarter Year Latest Latest Latest Latest Since To Date To Date One Year Three Year Five Year Ten Year Inception* Total Account 7.19 11.32 31.15 21.03 18.39 - 15.87 Russell 1000 Growth 11.93 12.99 42.50 25.14 23.66 - 18.44 Equities 7.25 11.43 31.54 21.71 19.07 - 16.52 Russell 1000 Growth 11.93 12.99 42.50 25.14 23.66 - 18.44 S&P 500 8.55 15.25 40.79 18.67 17.65 - 15.39 Fixed Income - - - - - - - Cash and Equiv. - - - 1.03 0.90 - 0.54 Other - - - - - - - *Since Inception 04/25/12 Performance is Gross of Fees unless otherwise noted Returns for periods of one year or longer are annualized STABILITY | CONSISTENCY | COMMITMENT 3 Portfolio Performance TOTAL RETURNS GROSS FOR SELECT PERIODS Ormond Beach Firefighters Pension Trust Fund 06/30/2021 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% QTD YTD 1 Year 3 Year 5 Year Since Inception Portfolio Russell 1000 Growth *Since Inception 04/25/12 Returns for periods of one year or longer are annualized STABILITY | CONSISTENCY | COMMITMENT 4 Portfolio Holdings Security Quantity Unit Cost Total Cost Price Market Value Pct of Assets Common Stock Consumer Discretionary TRACTOR SUPPLY CO COM 369.00 149.35 55,109.22 186.06 68,656.14 1.5 NIKE INC. -
The ALM Vanguard: Strategic Risk Management Consulting2019
Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide The ALM Vanguard: Strategic Risk Management Consulting 2019 March 2019 Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide Contents Overview 3 ALM Vanguard of Strategic Risk Management Consulting Providers 5 Competitive Landscape 6 Provider Capability Rankings 7 Rating Level Summaries 8 Leader Assessments 9 Provider Capability Ratings 10 Best in Class Providers 11 Provider Briefs 12 Definitions 20 Methodology 22 About ALM Intelligence 24 Author Naima Hoque Essing Senior Research Analyst, Management Consulting Research T +1 212-457-9174 [email protected] For more information, visit the ALM Intelligence website at www.alm.com/intelligence/industries-we-serve/consulting-industry/ © 2019 ALM Media Properties, LLC 2 Source: ALM Intelligence's Strategic Risk Management Consulting (c) 2019; used by licensing permissions Buyer Ratings Guide Overview Capability Drivers Risk is finally making it onto the formal agenda of boards and senior leadership. With the risk environment more complex than ever and with the frequency and impact of disruption rising due to the confluence of changing geopolitical trends, technology disruption and rising stakeholder expectations, boards are looking for better ways to stay abreast of change or to get ahead of it. At the same time, while many companies have invested in basic internal risk controls, they are still blindsided by risk. These trends are creating tension among companies for the need to do something. Boards are increasingly questioning consultants on how to incorporate risk into the strategic agenda and make risk management more relevant and connected to the actual needs of the business in making decisive, bigger and faster bets on the future.