The Guardian
What holds, and what fails, under pressure, standards and accountability.
Jean Hynes earns The Guardian because preservation is her governing instinct, not her fallback. As Wellington's incoming chief executive she frames her tenure as a generational relay, treating the fifty-year horizon as operational doctrine rather than rhetoric.
“It goes down to every area of investing could be different, right? It's really dependent on the team. So when you think about healthcare, for example, you know, a decade ago we had fewer assets, but the market changed. The number of companies in the market changed. So we have to be evolving and dynamic in that process.”
“So when I think broadly about healthcare, if I look at biotech and pharmaceuticals, it's how diseases will be treated five to ten years forward. Because if we can figure out how diseases will be treated, then we'll get the stocks right. So that's number one. How will the standard of care of medicine change?”
“It means that we care about people. So, you know, you're going to spend hours and hours in a day and a week and a year and over years here in working, you're going to be spending your lives with people. And so you want to have an environment where people care about each other, where the expectations are high.”
“Science as much, and the goal would be to have that group will do trading analytics, will do risk analysis of portfolios, is doing big data and how do you incorporate big data into your investment process. And I think what's unique, and if we can get that right will be pretty powerful, how do you do investment coaching?”
Masters in Business: “Jean Hynes, Wellington’s Incoming CEO (Podcast)”
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