Michael Cembalest is the Chairman of Market and Investment Strategy for J.P. Morgan Asset & Wealth Management, a global industry leader with $2 trillion of client assets under management. Michael is also a member of the Investment Committee for J.P. Morgan Asset & Wealth Management and the Investment Committee for the J.P. Morgan Retirement Plan that covers the firm’s 250,000 employees. Before taking on his current seat in 2012, he spent eight years as Chief Investment Officer of J.P. Morgan’s powerhouse Global Private Bank. Prior to his work on the buy side, Michael worked on the sell side at J.P. Morgan Securities as head strategist for Emerging Markets Fixed Income. He started his thirty-year tenure at the firm as a member of the Corporate Finance division. Our wide-ranging conversation begins with Michael’s early career that included watching a financial crisis unfold in the late '80s and side-stepping another in the late '90s, and turns to his role as CIO of a large, global private bank. We discuss differences in asset allocation and implementation between private clients and institutions and along the way come across his evaluation of Bernie Madoff, the creation of his strategy piece - Eye on the Market, the chart that everyone hates, the impact of politics, government debt, and energy on the markets, and views about active management. Lastly, you won’t want to miss an amazing story Michael tells in answer to a new closing question. Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast   Show Notes 3:14 – Michael’s start at J.P. Morgan 4:12 -  The creation of the first Brady Bond 6:14 – How did starting his career during a crisis impact his views on the world 8:10 – Early career roles 10:07 – Transition to the buy side 16:30 – Differences in managing money for a public company from managing money as an independent asset manager 17:25 – Transition to CIO 18:30 – First steps in changing the private bank investment structure from a closed model 22:21 – Overseeing a diverse group of clients 29:15 – How does he stay informed about everything impacting the markets 27:54 – Assessing Bernie Madoff 28:19 – Hedge funds and the tax difference they provide 30:28 – Differences in how Michael views various asset classes between taxable and tax-exempt pools 31:40 – Shift to strategy work and writing 34:09 – How does Michael describe Eye on the Market 35:20 – Domestic politics and geopolitical impact on the markets 38:52 - Looking at the high corporate profit landscape against the enormous debts of governments, nationally and locally 42:31 - Any way out of the debt problems we are seeing at state and local government level 47:31 – Entitlement spending in other countries 48:33 – Research on energy and consumption 51:44 – Use of technology to distribute his research 53:43 – Thoughts on active management 56:30 – Closing questions

Chris Brockmeyer is the Director of Employee Bennefit Funds for the Broadway League, the national trade association for the Broadway theatre industry.  Chris serves as an employer-appointed trustee, in most cases as Co-Chair, on eleven multi-employer pension funds, seven health funds and four annuity/401(k) funds with approximately $7 billion in assets. For 11 years, Chris has artfully navigated delicate relationships across unions and employers and was honored for his great work by Institutional Investor magazine with the 2014 award for Taft-Hartley Plan of the Year.  Before arriving at the Broadway League in 2007, Chris worked on both sides of the table – first representing employees in eight years of work for performer’s unions and then seven years representing employers as Director of Labor Relations at Live Nation/Clear Channel Entertainment. Our conversation dives into the tricky governance dynamics of Taft-Hartley boards, including their challenging regulatory structure, keeping the peace among constituents, setting investment objectives, strengths and weaknesses of a slow-moving decision-making body, best and worst in relationships with investment consultants, and OCIOs as a governance solution. Those struggling with governance challenges will take a step back and admire Chris’ dexterity in working productively with an ostensibly untenable set of circumstances.   Learn More Join Ted's mailing list at CapitalAllocatorsPodcast.com Write a review on iTunes Follow Ted on twitter at @tseides For more episodes go to CapitalAllocatorsPodcast.com/Podcast   Show Notes 2:08 – Chris’s background and how that led him to a job on Broadway. 4:59 – Key skills that make Chris effective at his job 5:44 – Current role at the Broadway League 7:10 – What makes an effective board and a less effective board 10:25 -  How do Chris and these various boards set out the investment objectives. 12:41 – What needs to change in Taft-Hartley plans 16:48 – The regulation of the Taft-Hartley Plan Boards 20:25 – Strengths and weaknesses of the consulting relationships 24:20 – How do discussions about increasing benefits translate into investment risk 27:17 – How wide is the range of asset allocation across all of the plans 29:05 – How do you explain expected rate of return assumptions in the current environment 31:15 – What are the strengths that Chris has seen in successful investment consultants 32:40 – Chris’s core investing beliefs and how much he can influence these boards with them 35:31 – Are there places where the governance of Taft-Hartley plans could be improved 39:31 – Switching to OCIOs 41:32 – Would they ever go back to a regular consultant from an OCIO 42:59 – Other areas that have similar governance struggles 45:06 – What happens when Chris comes up with an investment idea 46:30 – Any concern that Chris’s team is working with only average OCIO’s or consultants as they look to scale up and attract larger funds   48:59 – Closing Questions