Provider Profiles
Wilshire
| Profile | |
| Business Model§ | OCIO + other |
| Year Entered Into OCIO Business | 2001 |
| No. of Relationship Managers/Salespeople | Not provided |
| No. of OCIO Portfolio Managers | 5 |
| OCIO % of Total Firm Revenue | 8% |
| No. of Clients, Full Discretion | 18 |
| Full Discretionary Assets | |
| Total Full Discretionary OCIO Assets | $13.7b |
| Discretionary Assets by Fund Type | |
| Defined Benefit | $5.3b |
| 401(k), 403(b), Other DC | $6.7b |
| Endowments/Foundation | $875mm |
| Healthcare Pools (Board designated, funded depreciation) | $165mm |
| Other | $638mm |
| Portfolio Construction |
| Wilshire’s approach to portfolio construction is a top-down process. Our portfolio management team structures portfolios within asset classes taking into account broad portfolio considerations including benchmark choice and risk budgeting parameters. Also considered is the level of active management used and type of investment styles represented. Finally, investment managers are identified and “tested” as part of the portfolio structure. Our many analytical tools provide a distinct advantage in this regard as we can evaluate numerous scenarios and consider the combined style or factor exposures represented. Our OCIO model is differentiated from some of our peers in that it is highly customizable. We do not offer one size fits all solutions. |
| §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. |