Provider Profiles
Verus
| Profile | |
| Business Model§ | Implemented consulting |
| Year Entered Into OCIO Business | 2011 |
| No. of Relationship Managers/Salespeople | 2 |
| No. of OCIO Portfolio Managers | 3 |
| OCIO % of Total Firm Revenue | 15% |
| No. of Clients, Full Discretion | 15 |
| Full Discretionary Assets | |
| Total Full Discretionary OCIO Assets | $4.3b |
| Discretionary Assets by Fund Type | |
| Defined Benefit | $659mm |
| 401(k), 403(b), Other DC | $346mm |
| Endowments/Foundation | $535mm |
| Healthcare Pools (Board designated, funded depreciation) | $75mm |
| Other | $2.6b |
| Portfolio Construction |
| Verus customizes portfolio construction based on the client’s investment objectives and risk tolerance. 3 key decision points form the foundation of the portfolio construction process: (1) Defining client’s enterprise risk tolerance and objectives, (2) Establishing the Investment Policy Statement (IPS),(3) Establishing the Strategic Asset Allocation (SAA). Verus is primarily responsible for advising clients in developing the IPS and the SAA, both of which would be approved and owned by the client’s Investment Committee. Central to SAA development is a discussion of the role of the different asset classes, which we can provide in a formal educational presentation. |
| §OCIO only: Open-architecture (no proprietary products used): Investment outsourcing is only business line. OCIO + other: An open-architecture/manager-of-manager investment outsourcing platform as one of multiple business lines. Implemented consulting: i.e. consulting firm that also has discretion over assigned assets. Proprietary/non-proprietary: An investment outsourcing platform that offers proprietary products alongside non-proprietary products. |