From Chrysler to Boeing to the University of Chicago, Schmid has brought innovative thinking and a focus on talent to every fund he’s led. And after more than two decades, he’s not done yet.
It was 2009. The University of Chicago endowment—like many funds at the
time—had just suffered the worst single-year loss in its history, plummeting in
value from $6.5 billion to under $5 billion. The university’s CIO of four years,
Peter Stein, had announced his intention to step down that summer. If there was
ever a time for a change, this was it.
Enter Mark Schmid.
The two-time corporate pension chief had already spent a dozen years as a chief
investment officer—first leading Chrysler’s then-$30 billion in defined benefit
and defined contribution plans, then running Boeing’s enormous pension as it
grew to more than $80 billion. But in 2009, he was new to the endowment world.
“When I took the job, somebody said the phrase ‘higher ed’,” Schmid recalls
over lunch at U. Chicago’s Quadrangle Club, chuckling to himself. “I didn’t know
what ‘higher ed’ was.”
It is the last Monday of October, and the leaves outside the faculty club’s
windows are gleaming copper and gold in the autumn sunshine. The Chicago
Cubs are just two games away from clenching their first World Series win in
108 years, and even at the University of Chicago’s Hyde Park campus—placed
firmly in White Sox territory—the excitement is palpable.
Just like that summer of 2009, it is a time for change: changing seasons,
changing luck in baseball, and—as the US presidential elections draw to a close
after nearly two years of campaigning—a changing political climate. American
investors are speculating that another interest rate hike would finally come in
December (Schmid, emphatically: “Raise them!”); Europeans are guessing at the
consequences of Britain’s summer decision to exit the European Union.
But amid all of the uncertainty, Schmid is cool, calm, and collected. After 14
positions at four employers across two countries, he’s not afraid of change.
Schmid didn’t receive what one might consider a classical education in
investing. He went to the University of Detroit Mercy in 1977 to study
accounting, earning his CPA certification and going straight to KPMG to work
as an auditor. When he moved to Chrysler in 1986, he originally intended to do
more of the same. But the automaker at that time was very focused on mergers
and acquisitions, and the corporate accounting department to which Schmid
had been appointed was often working closely with the treasury group on due
“We were valuing companies, doing M&A stuff,” Schmid remembers. “That’s
when I started to look around and think, ‘Wait a minute, I like treasury, I like
M&A, I like markets. I want to do this.’”
From there Schmid rotated through a variety of positions within Chrysler’s
accounting, finance, and treasury departments—an early-career learning experience
that to this day informs his talent development philosophy (“If there’s a
secret sauce to success, it’s that you’ve got to move around,” he says). Eventually
he landed as director of regulatory reporting, a position that placed him in
close contact with the treasurer at the time, Tom Capo. It was Capo who would
give Schmid his first job managing pension assets: head of treasury at Chrysler
“That’s really where it all started,” Schmid says.
As treasurer at the automaker’s Canadian subsidiary, Schmid crossed the
border daily from Detroit to Ontario, where he led a sizeable staff of treasury
professionals. By that time, he’d earned an MBA from Wayne State University
and had worked in finance for more than a decade. But until that point, he’d
never held a real investment position.
“All my CIO training has been on the job,” Schmid continues. “Starting out as the
Canadian pension manager, I had to learn everything on the job.”
And the learning curve would only grow steeper. When Chrysler CIO Russ
Flynn retired just a few years later in 1997, Schmid was tapped for the role—and was immediately faced with two major hurdles: the 1997 emerging market
crisis and Chrysler’s 1998 merger with Daimler-Benz.
“CIO at Chrysler—that was a really fun job,” Schmid says. “I had a really small
team so it was just four of us trying to manage $30 billion.”
That team of four was immediately put to work on the pension aspect of the Daimler-Benz merger. At that time, Chrysler’s defined benefit plan enjoyed a surplus of assets, but the German automaker’s plan was just 28% funded. While the two funds would remain separate entities, Schmid, as CIO at the newly formed DaimlerChrysler, would meet with his new German colleagues to talk strategy.
The presentation Schmid and his team put together would come to be known as the “risk book”—a detailed guide on the pension risk management process. “It was all the good fiduciary things that you should do but that wasn’t written down anywhere,” Schmid explains. “We wrote it all down, we put it in this big book, and we brought it to Germany. They liked it so much, they designed their entire pension process based on our risk book.” Schmid was even appointed to the Daimler-Benz pension investment committee—the only American on it. “I went from a Canadian pension manager learning on the job to the US CIO to this global role overnight,” he adds.
Eventually, after 17 years at the automaker and six years as its CIO, Schmid’s Chrysler education was over. It was time for another change.
“He takes the approach of finding the best talent and the smartest people he can find for his team, and then he gives them a lot of rope.”
In 2003, an executive recruiter came calling to gauge Schmid’s interest in a new job that was opening up: CIO of Boeing’s more than $50 billion in retirement assets. The former investment chief, Susan Manske, had left in April to join the John D. and Catherine T. MacArthur Foundation, and the aerospace company was looking for a new leader to build out its internal investment expertise.
“The best piece of advice I ever got was ‘never say no,’” Schmid says. “There was a guy at Chrysler–really smart, had one of those big offices with mahogany furniture. And he just seemed to know everything. So one day when I was in his office I asked him, ‘How do you know all of this stuff?’ And he said, ‘I just never say no. When you work at a big company, everybody says no because there are so many people and everyone has their own projects to worry about. But I didn’t do that. I always said yes. And every time I said yes, I learned something new.’”
So Schmid said yes. The then-43-year-old, along with his wife and five children, packed up and moved from Schmid’s home state of Michigan to Chicago, the city to which Boeing had also just relocated. “Taking a risk on a new job, making a big move–it can be scary,” he says. “I didn’t know a single person in Chicago.”
One of the first people he remembers getting to know was Will McLean, the CIO at Northwestern University’s then-$3 billion endowment. “I had the pleasure to watch Mark in action at Boeing,” McLean says. “Nothing ever got him too ruffled; I’ve never seen him get emotional or angry at anything. He’s a solid guy with a lot of confidence—and it rubs off on his team.”
Building the investment team was one of Schmid’s first responsibilities at Boeing. When he arrived, he was presented with a staff of six responsible for $55 billion. Over the next six years, he grew Boeing’s investment program into a team of 20 managing more than $80 billion.
“He takes the approach of finding the best talent and the smartest people he can find for his team, and then he gives them a lot of rope,” says Doug Brown, CIO at Exelon. “That’s been a successful formula for him.”
Brown would know: He was already at Chrysler when Schmid joined in 1986, and the two had work closely together during their time at the automaker. Brown followed Schmid into the treasurer role at Chrysler Canada before taking charge of the corporate finance and capital markets department in the early 2000s. “We were peers,” Brown says. “We worked together a long time.” When Schmid left for Boeing, Brown was the obvious choice to succeed him as CIO.