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Digital Subscriptions > The Hedge Fund Journal > Issue 119 - January 2017 > Campbell & Company’s Corporate Maturity

Campbell & Company’s Corporate Maturity

Ready for another 45 years

L-R: Xiaohua Hu, Chief Research Officer; Kevin Cole, Deputy Chief Research Officer; Will Andrews, CEO; Tansu Demirbilek, Director Investment Strategies; Brian Meloon, Director Cash Equities Strategies; Brendan Hoffman, Director Investment Strategies; Kathryn Kaminski, Director Investment Strategies; Grace Lo, Director Risk & Portfolio Management; Rick Durand, Director Investment Strategies; Mike Harris, President.

In 2013 we profiled Campbell & Company, a then 41 year-young firm, as it embarked into a new era. The leadership baton had been recently passed with two new co-leaders at the helm, and as one of the most tenured CTAs, it had caught a new wave of investor attention as research and product initiatives began to set the course for the emergence of Campbell as a leading innovator in the CTA industry.

Four years later, as the firm begins its 45th year, Campbell remains on the path of progression by being among the most active quantitative managers in terms of product innovation spanning hedge funds, quantitative equities and liquid alternatives (’40 Act and UCITS). We touch on all of these, but a 360 degree perspective on the firm shows that changes already in effect - and others in motion - are much broader and deeper than rolling out new strategies and distribution channels.

Mike Harris and Will Andrews, who have worked together at Campbell for 17 years and led the firm for the past five, indicate that a successful evolution is about much more than product launches. They’ve set out a multi-layered strategy with four broad themes focused on transformative growth: succession planning; client outreach and education; culture and talent; and product evolution. In each of these areas, tangible results are clearly visible.

Transparent Succession Planning and Inclusive Incentives

Andrews, who has spent 20 years at Campbell, makes his longterm vision clear by starting the conversation with succession planning. This is an afterthought for some firms and it can be opaque for others. Not so at Campbell. When he took the helm, Andrews set out uncompromising ambitions to founder Keith Campbell: zero tolerance for key man risk meant that succession plans had to be transparently predefined at every level of the firm, with an automatic game plan, which the firm has already started implementing. The policy started at the top: Harris and Andrews are “interchangeable, and this is the first time the firm has had two co-leaders,” reflects Andrews.

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