Managing Director
Goldman Sachs
Owen is a graduate of Harvard University and Stanford Graduate School of Business
Prior to this, he is a vice president (energy trading) of Goldman, Sachs & Co.
He served as a Marine infantry officer for six years, including MEU(SOC) assignments as well as an Iraq tour as Fire Support Officer for 1st Force Recon Company. His Reserve affiliation continues as 2d Brigade Platoon Commander, 4th ANGLICO.
A former heavyweight rower, he has completed 100-mile ultra-marathons, attempted Mount Everest, and finished as high as second in the Eco Challenge. His first novel won the Boyd Literary Award for best military novel. He has written several articles on the military and outdoor adventures for publications as diverse as Playboy and The New York Times. In 2005, he won the Marine Corps Leadership Essay Contest.
Showing posts with label W. Show all posts
Showing posts with label W. Show all posts
Monday, May 26, 2008
George W. Wellde Jr.
Managing Director
Goldman, Sachs & Co.
George Wellde is Vice Chairman of Fixed Income, Currency and Commodities, where he is responsible for managing many of the division’s significant client relationships.
He has worked in the Fixed Income Division since joining the firm in 1979. George began his career at the firm as a salesperson in the Money Markets business in New York. From 1994 to 1999, George was the Goldman Sachs Tokyo office branch manager and head of the Fixed Income Department. George returned to New York in 1999 to co-head the Liquid Markets Trading and Sales business. From 2000 to 2005, he was head of North America Sales for FICC. George became a partner in 1992 and a managing director in 1996.
Prior to Goldman Sachs, George worked at the Federal Reserve Board and Union First National Bank in Washington, DC.
George earned a BS from the University of Richmond in 1974 and an MBA from George Washington University in 1976.
85 Broad Street, 26th Floor
New York, NY 10004
Telephone: (212) 902-0104
Email: george.wellde@gs.com
Goldman, Sachs & Co.
George Wellde is Vice Chairman of Fixed Income, Currency and Commodities, where he is responsible for managing many of the division’s significant client relationships.
He has worked in the Fixed Income Division since joining the firm in 1979. George began his career at the firm as a salesperson in the Money Markets business in New York. From 1994 to 1999, George was the Goldman Sachs Tokyo office branch manager and head of the Fixed Income Department. George returned to New York in 1999 to co-head the Liquid Markets Trading and Sales business. From 2000 to 2005, he was head of North America Sales for FICC. George became a partner in 1992 and a managing director in 1996.
Prior to Goldman Sachs, George worked at the Federal Reserve Board and Union First National Bank in Washington, DC.
George earned a BS from the University of Richmond in 1974 and an MBA from George Washington University in 1976.
85 Broad Street, 26th Floor
New York, NY 10004
Telephone: (212) 902-0104
Email: george.wellde@gs.com
Richard A. Weissmann
KSL CAPITAL PARTNERS HIRES RICHARD WEISSMANN, FORMER MANAGING DIRECTOR OF GOLDMAN SACHS & CO.
DENVER (March 3, 2008) – KSL Capital Partners (KSL), a leading private equity firm, today announced that Richard Weissmann has joined the firm as a partner. Previously, Weissmann was a managing director in the Investment Banking Division of Goldman Sachs & Co., where he led Goldman's Hospitality and Gaming Practice. Prior to joining Goldman in 1998, Weissmann was an attorney in the real estate and corporate groups with the law firm Paul, Weiss, Rifkind, Wharton & Garrison LLP in New York. Rich began his career in 1984 as a real estate developer in the New York metropolitan area. Rich has a B.A. from Tufts University and a J.D. from Columbia University School of Law.
Mike Shannon, managing director and co-founder of KSL, said, "We could not be more pleased that Rich has agreed to join us. We have known Rich for many years, and he has been a trusted advisor on many of our previous transactions, including the sale of our predecessor investment vehicle, the recapitalization of the Hotel del Coronado, and the sale of La Costa Resort and Spa. Rich is widely regarded as a top investment banker and trusted advisor serving the hospitality and gaming industries. He previously represented a large and diverse client group, and has participated in many of the most significant transactions in the hospitality industry over the last several years."
Eric Resnick, managing director and co-founder of KSL, added, "Rich will have involvement in our hospitality transactions, in addition to overseeing our international operations and potential real estate development-related and gaming investments. His experience is well suited to this new role. Rich was instrumental in advising Las Vegas Sands Corp in its successful development of The Venetian and The Palazzo in Las Vegas, and the expansion of its resort and gaming operations into Macau and Singapore; sold Four Seasons Hotels and Resorts to a joint venture of Isadore Sharpe, Kingdom Holdings and Cascade Investments; sold Intrawest Corp. to Fortress Investment Group; and advised on over $80 billion of other M&A and financing transactions during his time at Goldman Sachs."
About KSL
KSL Capital Partners is a private equity firm specializing in travel and leisure enterprises in five primary sectors: hospitality, recreation, clubs, real estate and travel services. KSL Capital Partners is headquartered in Denver. For more information, please visit http://www.kslcapital.com.
Notable investments made by the principals of KSL include:
ClubCorp, Inc., the world’s largest owner and operator of golf, country and business and sports clubs
Barton Creek Resort & Spa in Austin, Texas
The Homestead in Hot Springs, Virginia
Rancho Las Palmas Resort & Spa in Rancho Mirage, California
Vail, Beaver Creek, Breckenridge and Keystone Mountain Resorts
La Quinta Resort & Club and PGA West in La Quinta, California
Doral Golf Resort & Spa near Miami, Florida
Grand Wailea Resort Hotel & Spa on Maui in Wailea, Hawaii
Arizona Biltmore Resort & Spa in Phoenix, Arizona
La Costa Resort and Spa in Carlsbad, California
Hotel del Coronado near San Diego, California
From pres release
DENVER (March 3, 2008) – KSL Capital Partners (KSL), a leading private equity firm, today announced that Richard Weissmann has joined the firm as a partner. Previously, Weissmann was a managing director in the Investment Banking Division of Goldman Sachs & Co., where he led Goldman's Hospitality and Gaming Practice. Prior to joining Goldman in 1998, Weissmann was an attorney in the real estate and corporate groups with the law firm Paul, Weiss, Rifkind, Wharton & Garrison LLP in New York. Rich began his career in 1984 as a real estate developer in the New York metropolitan area. Rich has a B.A. from Tufts University and a J.D. from Columbia University School of Law.
Mike Shannon, managing director and co-founder of KSL, said, "We could not be more pleased that Rich has agreed to join us. We have known Rich for many years, and he has been a trusted advisor on many of our previous transactions, including the sale of our predecessor investment vehicle, the recapitalization of the Hotel del Coronado, and the sale of La Costa Resort and Spa. Rich is widely regarded as a top investment banker and trusted advisor serving the hospitality and gaming industries. He previously represented a large and diverse client group, and has participated in many of the most significant transactions in the hospitality industry over the last several years."
Eric Resnick, managing director and co-founder of KSL, added, "Rich will have involvement in our hospitality transactions, in addition to overseeing our international operations and potential real estate development-related and gaming investments. His experience is well suited to this new role. Rich was instrumental in advising Las Vegas Sands Corp in its successful development of The Venetian and The Palazzo in Las Vegas, and the expansion of its resort and gaming operations into Macau and Singapore; sold Four Seasons Hotels and Resorts to a joint venture of Isadore Sharpe, Kingdom Holdings and Cascade Investments; sold Intrawest Corp. to Fortress Investment Group; and advised on over $80 billion of other M&A and financing transactions during his time at Goldman Sachs."
About KSL
KSL Capital Partners is a private equity firm specializing in travel and leisure enterprises in five primary sectors: hospitality, recreation, clubs, real estate and travel services. KSL Capital Partners is headquartered in Denver. For more information, please visit http://www.kslcapital.com.
Notable investments made by the principals of KSL include:
ClubCorp, Inc., the world’s largest owner and operator of golf, country and business and sports clubs
Barton Creek Resort & Spa in Austin, Texas
The Homestead in Hot Springs, Virginia
Rancho Las Palmas Resort & Spa in Rancho Mirage, California
Vail, Beaver Creek, Breckenridge and Keystone Mountain Resorts
La Quinta Resort & Club and PGA West in La Quinta, California
Doral Golf Resort & Spa near Miami, Florida
Grand Wailea Resort Hotel & Spa on Maui in Wailea, Hawaii
Arizona Biltmore Resort & Spa in Phoenix, Arizona
La Costa Resort and Spa in Carlsbad, California
Hotel del Coronado near San Diego, California
From pres release
Stefan Weiser,
MD
Goldman Sachs
"Commodities have begun to emerge as a discrete asset class in their own right,"
says Stefan Weiser, London-based European head of investor sales for the
Goldman index.
Stefan Weiser, CFA
stefan.weiser@gs.com
+44 20 7774 6232
Goldman Sachs
"Commodities have begun to emerge as a discrete asset class in their own right,"
says Stefan Weiser, London-based European head of investor sales for the
Goldman index.
Stefan Weiser, CFA
stefan.weiser@gs.com
+44 20 7774 6232
Gregg Weinstein
Dec 2003
Goldman Sachs will merge its US high-grade, credit derivatives and convertible bond trading operations, the bank announced last month. Gregg Weinstein, global head of convertibles, will head up the integrated trading desk.
Goldman Sachs will merge its US high-grade, credit derivatives and convertible bond trading operations, the bank announced last month. Gregg Weinstein, global head of convertibles, will head up the integrated trading desk.
Alan S. Waxman
Managing Director'
Goldman Sachs
Involved in the wind energy space
Goldman Sachs has invested $2bn since 2002 in renewable energy companies and the firm’s current portfolio includes US Geothermal, First Solar and Suntech.
These investments are not, in the most part, being made by the banks’ private equity groups. Goldman Sachs, for instance, makes its renewable energy investments through its special situations group, which sits within fixed income, currency and commodities and is currently run by managing director Alan Waxman.
http://www.windaction.org/news/12996
Goldman Sachs
Involved in the wind energy space
Goldman Sachs has invested $2bn since 2002 in renewable energy companies and the firm’s current portfolio includes US Geothermal, First Solar and Suntech.
These investments are not, in the most part, being made by the banks’ private equity groups. Goldman Sachs, for instance, makes its renewable energy investments through its special situations group, which sits within fixed income, currency and commodities and is currently run by managing director Alan Waxman.
http://www.windaction.org/news/12996
Haruko Watanuki
Ms. Haruko Watanuki
Managing Director
General Counsel, Goldman Sachs Japan (Ltd.)
Read an interview by her in 2004 in Hudson bullet in
http://jobs.ni.hudson.com/documents/jobs_jp_newsletter_quarter_4_2004_english.pdf
Watanuki spent 16 years in Goldman Sachs by 2004.
Watanuki sensei: I thought deeply when I was deciding to change jobs, and one of the things that came up was that I would stop simply going from one foreign bank to the next. When I went to job interviews, there were some things that I looked out for. In my questions to the interviewers, I asked these Tokyo senior managers, “What are your goals? Where are you going?” You know, when I worked for a law firm I looked around a lot of foreign companies, and it was evident that a good number of the expats in Tokyo were spending half of the year thinking about how much they were making that year and when they were going home. I thought if anyone like that was in the senior management of the company in Tokyo, I would not want to work for them.
When I had interviews at Goldman Sachs, I asked that question of the various senior officers and regardless of how sincere they actually were (laughs), they gave me good answers, and that was where it all began. I confirmed their answers and took the job. Back in 1988, Goldman Sachs in Japan was a small organization, a 300-employee company where I could recognize everyone. Setting up a legal department from scratch was an immense task, but fun, and everyone took good care of me. And from the receptionists through to the management staff, everyone was committed to the company and doing business there—they were very talented and intelligent. To this day I believe there is no company with smarter people or a better working environment.
Q.3 What has happened since you joined Goldman Sachs to lead the establishment of the Legal Department as the in-house counsel? I am sure you faced a great variety of challenges.
Watanuki sensei: Challenges indeed, but they were often fun and always in a very supportive environment, I have really become close to my colleagues. Expanding the department was a very difficult task at first. I started by asking myself what sort of department I would want for myself, and what sort of people I would want working for me if I was running it. But recruiting lawyers was actually a nightmare.
In 1988, Salomon Brothers Asia and Goldman were the only foreign financial institutions with Japanese lawyers—nobody else had any in-house “bengoshi”. The number of in-house lawyers grew little by little in the 1990s, but it was very hard to retain good lawyers for the unusual work of an investment bank at that time. So recruiting was the hardest job I had. Although he has now left , a Japanese lawyer joined us six years ago and it was by his gallant effort that we were able to retain some lawyers with both Japanese and foreign licenses. It became easy in some respects.
When I first entered the company, I was the only qualified lawyer here. Now we have five lawyers with Japanese licenses and four lawyers with overseas qualifications, a total of nine. We also have five legal professionals, as well as a judicial scrivener, assistants and secretaries.
Q.4 What is the culture like in the Goldman Sachs legal team?
Watanuki sensei: I was in a law firm for a long time and there are differences. Personally, I was always blessed with superiors who provided me with coaching and guidance and who would answer any questions seriously at any time and deal with me earnestly. So when I became Senior Legal Counsel I did my best to give the same kind of assistance. In terms of the Legal Department, there are a number of things I pay attention to but above all, I believe that good communication, a strong flow of information and sharing knowledge are vital.
Since there are far more things that one person does not know rather than does know, my intention is that by sharing information, the business side will appreciate our work in the best possible sense. For the business side to receive value from our team, it is not a matter of just doing whatever they want us to do. It is a question of clearly explaining reasons and communicating convincingly why it is that we must give a negative opinion. This is something that I am always careful to do, and I convey this to my staff too.
(Is there more understanding by the business side of your company now about how to use the Legal Department and its role?)
Watanuki sensei: Yes, considerably more. I’ve said this before but these are smart people. When I was setting up the Legal Department on my own, their bosses were stressing the importance of the Legal Department, very openly. So when I would point out a problem, the managers would tell their staff that it was a problem because our lawyer said so. Everyone was a “salaryman” back then and would basically do as their superior told them. What the Legal Department has to say never goes unheeded.
Q.5 Who is the perfect employee for the Goldman Sachs Legal Department? Are there any special characteristics looked for by Goldman Sachs in terms of mid-career recruits?
Watanuki sensei: Since we are doing business in Tokyo, although this would depend on the field, it is absolutely vital that our employees have Japanese ability. Naturally, English ability is also a prerequisite. If I was to tell you my ideal person we would be here forever, but if I had to pick one thing, they would be smart. A smart person not only in terms of being able to study, but in terms of being able to understand things and do their job while constantly asking themselves what they should be doing and questioning their own mission.
They must also be able to work as part of a team. Of course it is good to have someone who is physically strong and gung-ho about working, but rather than long hours, we need people who are speedy and efficient. The speed of the business is fast and while research is important, we really need someone who can pick out problems quickly. We need people who can give an interim response on the spot when the business side needs it and will come back later with a fuller answer.
Therefore, I think there is a distinction between those who are working for law firms and those who are doing in-house work for companies. There are lawyers who prefer to give legal advice more on the basis of their own exhaustive research and legal opinions than an understanding of their clients. On the other hand, there are those with excellent communication skills who would work closely with business and are able to give a prompt response to the issues on the table, at the same time asking the business side for their understanding on a legal basis. This is the kind of person who we would welcome with open arms to an in-house position.
Q.６ What are the attractions of working at Goldman Sachs? What difficulties would a lawyer working as in-house counsel in the Legal Department face?
Watanuki sensei: Well, it is basically great fun to work when everyone is very good at their job. Also, much of what we do is at the cutting edge so while we do not see the ultimate stage of executing proposals for customers very often, it is very interesting to work with the business side on developing areas that have never been touched by anyone before.
What’s more, the Goldman Sachs training program is excellent. Between company programs, and participation in outside seminars and programs as required for work, the career support here is second to none. I also believe our training support is very attractive in that it includes exchanges with teams overseas. In addition, there is a flexible working system catering for women with children, and that is very popular.
In regards challenges—and this applies to all financial institutions—the Legal Department lives by its people. Very little can be done by machine, so we are always on the lookout for talented people. That’s why our biggest challenge is maintaining quality and retaining staff.
Q.７ Apart from legal knowledge and experience, what is the secret formula or mentality needed for succeeding as an in-house counsel at Goldman Sachs?
Watanuki sensei: You should have a positive personality, be someone who does not brood over and fall victim to their own mistakes—you should be someone who is positive about everything. Being the kind of company we are, we often have to spend a penny today if we are to make a pound tomorrow. People who are doubtful or suspicious about such short term matters are not likely to stay the course. Business is quick and there is a lot of pressure, so this would suit mentally tough people who can see the job through to the end of the day and then leave it at that.
Q.8 There has been more interest in moving to in-house positions among lawyers lately. The fact is, however, there is little understanding in general about the in-house career path. Give us a rundown.
Watanuki sensei: I would have to ask myself, what would have become of me had I stayed at the law firm? How happy would I have been to make partner, even though there were dozens ahead of me? (laughs) But now that the firm is enormous, how happy would I have been in such a big practice? I suppose lawyers remaining in the world of law firms hope to become partners, then equity partners, with fewer and fewer people above them as they go higher. I guess I would have thought the same way if I was there.
But outside the firm there are so many different people, and in a good, open company like this one, you can experience the satisfaction of everyone building a business together from the very beginning. While this has not happened in Tokyo yet, in other places in-house counsels have grown to like business, and one went from being a derivatives lawyer to someone who actually trades in derivatives. Some also move to positions that are not direct, frontline posts but which work very closely with them in an intermediary kind of office, on the one hand watching compliance, on the other using their knowledge of the law to help create products, without actually going and selling them to customers.
If you have an interest in management, there is that as well. If you could put aside for a moment the idea that law firms are the beginning and end of it all, and think a little bit about what you really want to do. But even if I tell law firm people to think, the fact is that they are too busy to know what else there is out there.
Not having Saturdays or Sundays off, working every day from morning till night, you have no time to wonder if this life is not a little strange, and no alternatives in front of you either. Looking back at my own past, I can empathize with people who are in the same situation I was in at that time in my life. That is why it is always pleasure to speak to individuals considering career options because I remember how I wished I had someone to speak when I made my decision to change jobs.
Managing Director
General Counsel, Goldman Sachs Japan (Ltd.)
Read an interview by her in 2004 in Hudson bullet in
http://jobs.ni.hudson.com/documents/jobs_jp_newsletter_quarter_4_2004_english.pdf
Watanuki spent 16 years in Goldman Sachs by 2004.
Watanuki sensei: I thought deeply when I was deciding to change jobs, and one of the things that came up was that I would stop simply going from one foreign bank to the next. When I went to job interviews, there were some things that I looked out for. In my questions to the interviewers, I asked these Tokyo senior managers, “What are your goals? Where are you going?” You know, when I worked for a law firm I looked around a lot of foreign companies, and it was evident that a good number of the expats in Tokyo were spending half of the year thinking about how much they were making that year and when they were going home. I thought if anyone like that was in the senior management of the company in Tokyo, I would not want to work for them.
When I had interviews at Goldman Sachs, I asked that question of the various senior officers and regardless of how sincere they actually were (laughs), they gave me good answers, and that was where it all began. I confirmed their answers and took the job. Back in 1988, Goldman Sachs in Japan was a small organization, a 300-employee company where I could recognize everyone. Setting up a legal department from scratch was an immense task, but fun, and everyone took good care of me. And from the receptionists through to the management staff, everyone was committed to the company and doing business there—they were very talented and intelligent. To this day I believe there is no company with smarter people or a better working environment.
Q.3 What has happened since you joined Goldman Sachs to lead the establishment of the Legal Department as the in-house counsel? I am sure you faced a great variety of challenges.
Watanuki sensei: Challenges indeed, but they were often fun and always in a very supportive environment, I have really become close to my colleagues. Expanding the department was a very difficult task at first. I started by asking myself what sort of department I would want for myself, and what sort of people I would want working for me if I was running it. But recruiting lawyers was actually a nightmare.
In 1988, Salomon Brothers Asia and Goldman were the only foreign financial institutions with Japanese lawyers—nobody else had any in-house “bengoshi”. The number of in-house lawyers grew little by little in the 1990s, but it was very hard to retain good lawyers for the unusual work of an investment bank at that time. So recruiting was the hardest job I had. Although he has now left , a Japanese lawyer joined us six years ago and it was by his gallant effort that we were able to retain some lawyers with both Japanese and foreign licenses. It became easy in some respects.
When I first entered the company, I was the only qualified lawyer here. Now we have five lawyers with Japanese licenses and four lawyers with overseas qualifications, a total of nine. We also have five legal professionals, as well as a judicial scrivener, assistants and secretaries.
Q.4 What is the culture like in the Goldman Sachs legal team?
Watanuki sensei: I was in a law firm for a long time and there are differences. Personally, I was always blessed with superiors who provided me with coaching and guidance and who would answer any questions seriously at any time and deal with me earnestly. So when I became Senior Legal Counsel I did my best to give the same kind of assistance. In terms of the Legal Department, there are a number of things I pay attention to but above all, I believe that good communication, a strong flow of information and sharing knowledge are vital.
Since there are far more things that one person does not know rather than does know, my intention is that by sharing information, the business side will appreciate our work in the best possible sense. For the business side to receive value from our team, it is not a matter of just doing whatever they want us to do. It is a question of clearly explaining reasons and communicating convincingly why it is that we must give a negative opinion. This is something that I am always careful to do, and I convey this to my staff too.
(Is there more understanding by the business side of your company now about how to use the Legal Department and its role?)
Watanuki sensei: Yes, considerably more. I’ve said this before but these are smart people. When I was setting up the Legal Department on my own, their bosses were stressing the importance of the Legal Department, very openly. So when I would point out a problem, the managers would tell their staff that it was a problem because our lawyer said so. Everyone was a “salaryman” back then and would basically do as their superior told them. What the Legal Department has to say never goes unheeded.
Q.5 Who is the perfect employee for the Goldman Sachs Legal Department? Are there any special characteristics looked for by Goldman Sachs in terms of mid-career recruits?
Watanuki sensei: Since we are doing business in Tokyo, although this would depend on the field, it is absolutely vital that our employees have Japanese ability. Naturally, English ability is also a prerequisite. If I was to tell you my ideal person we would be here forever, but if I had to pick one thing, they would be smart. A smart person not only in terms of being able to study, but in terms of being able to understand things and do their job while constantly asking themselves what they should be doing and questioning their own mission.
They must also be able to work as part of a team. Of course it is good to have someone who is physically strong and gung-ho about working, but rather than long hours, we need people who are speedy and efficient. The speed of the business is fast and while research is important, we really need someone who can pick out problems quickly. We need people who can give an interim response on the spot when the business side needs it and will come back later with a fuller answer.
Therefore, I think there is a distinction between those who are working for law firms and those who are doing in-house work for companies. There are lawyers who prefer to give legal advice more on the basis of their own exhaustive research and legal opinions than an understanding of their clients. On the other hand, there are those with excellent communication skills who would work closely with business and are able to give a prompt response to the issues on the table, at the same time asking the business side for their understanding on a legal basis. This is the kind of person who we would welcome with open arms to an in-house position.
Q.６ What are the attractions of working at Goldman Sachs? What difficulties would a lawyer working as in-house counsel in the Legal Department face?
Watanuki sensei: Well, it is basically great fun to work when everyone is very good at their job. Also, much of what we do is at the cutting edge so while we do not see the ultimate stage of executing proposals for customers very often, it is very interesting to work with the business side on developing areas that have never been touched by anyone before.
What’s more, the Goldman Sachs training program is excellent. Between company programs, and participation in outside seminars and programs as required for work, the career support here is second to none. I also believe our training support is very attractive in that it includes exchanges with teams overseas. In addition, there is a flexible working system catering for women with children, and that is very popular.
In regards challenges—and this applies to all financial institutions—the Legal Department lives by its people. Very little can be done by machine, so we are always on the lookout for talented people. That’s why our biggest challenge is maintaining quality and retaining staff.
Q.７ Apart from legal knowledge and experience, what is the secret formula or mentality needed for succeeding as an in-house counsel at Goldman Sachs?
Watanuki sensei: You should have a positive personality, be someone who does not brood over and fall victim to their own mistakes—you should be someone who is positive about everything. Being the kind of company we are, we often have to spend a penny today if we are to make a pound tomorrow. People who are doubtful or suspicious about such short term matters are not likely to stay the course. Business is quick and there is a lot of pressure, so this would suit mentally tough people who can see the job through to the end of the day and then leave it at that.
Q.8 There has been more interest in moving to in-house positions among lawyers lately. The fact is, however, there is little understanding in general about the in-house career path. Give us a rundown.
Watanuki sensei: I would have to ask myself, what would have become of me had I stayed at the law firm? How happy would I have been to make partner, even though there were dozens ahead of me? (laughs) But now that the firm is enormous, how happy would I have been in such a big practice? I suppose lawyers remaining in the world of law firms hope to become partners, then equity partners, with fewer and fewer people above them as they go higher. I guess I would have thought the same way if I was there.
But outside the firm there are so many different people, and in a good, open company like this one, you can experience the satisfaction of everyone building a business together from the very beginning. While this has not happened in Tokyo yet, in other places in-house counsels have grown to like business, and one went from being a derivatives lawyer to someone who actually trades in derivatives. Some also move to positions that are not direct, frontline posts but which work very closely with them in an intermediary kind of office, on the one hand watching compliance, on the other using their knowledge of the law to help create products, without actually going and selling them to customers.
If you have an interest in management, there is that as well. If you could put aside for a moment the idea that law firms are the beginning and end of it all, and think a little bit about what you really want to do. But even if I tell law firm people to think, the fact is that they are too busy to know what else there is out there.
Not having Saturdays or Sundays off, working every day from morning till night, you have no time to wonder if this life is not a little strange, and no alternatives in front of you either. Looking back at my own past, I can empathize with people who are in the same situation I was in at that time in my life. That is why it is always pleasure to speak to individuals considering career options because I remember how I wished I had someone to speak when I made my decision to change jobs.
Hsueh Ming Wang
Hsueh Ming Wang, is a founding member of Goldman Sachs' investment banking business in China and is a managing director. She will become chairman of investment management division based in Hongkong. She will be responsible for business development in China
Paul Walker
Paul Walker, is a managing director at Goldman Sachs. He studied physics at Cornell and later earned his MS and PhD in physics from the University of Illinois.
Constance A. Wheary and Joy Youtz Scholarship at Cornell
Paul Walker and his wife Jennifer Wheary, have demonstrated their appreciation for their Cornell education by endowing a scholarship for first-generation college students.
He emphasizes that both he and his wife owe much of their personal and professional success to their Cornell education and to their families.
"Our access to Cornell gave us a lot of opportunities," says Walker. "When we realized we were capable of making a large gift, we decided to extend to others opportunities that had been extended to us."
The couple funded the Constance A. Wheary and Joy Youtz Scholarship to honor their mothers, who strongly encouraged their pursuit of college and advanced degrees. Wheary, like her two older siblings, is a first-generation college graduate. Their family relied on their father's workingclass wages at a coal company. Both Wheary's and Walker's families emphasized the value of higher education.
http://campaign.cornell.edu/multimedia.cfm?display=48&player=transcript
Constance A. Wheary and Joy Youtz Scholarship at Cornell
Paul Walker and his wife Jennifer Wheary, have demonstrated their appreciation for their Cornell education by endowing a scholarship for first-generation college students.
He emphasizes that both he and his wife owe much of their personal and professional success to their Cornell education and to their families.
"Our access to Cornell gave us a lot of opportunities," says Walker. "When we realized we were capable of making a large gift, we decided to extend to others opportunities that had been extended to us."
The couple funded the Constance A. Wheary and Joy Youtz Scholarship to honor their mothers, who strongly encouraged their pursuit of college and advanced degrees. Wheary, like her two older siblings, is a first-generation college graduate. Their family relied on their father's workingclass wages at a coal company. Both Wheary's and Walker's families emphasized the value of higher education.
http://campaign.cornell.edu/multimedia.cfm?display=48&player=transcript
John E. Waldron
John E. Waldron, a Goldman Sachs managing director, bought the 3,332-square-foot, four-bedroom, four-and-a-half-bath apartment(5D0 for $8.7 million on December 13, 2007 in Manhattan's much-heralded newly constructed condo project, 15 Central Park West..
Goldman transferred Waldron, who had been co-head of leverage finance, from New York to London, to co-head its European financial sponsors group.
http://ny.therealdeal.com/articles/a-unit-by-unit-look-at-15-cpw
Goldman transferred Waldron, who had been co-head of leverage finance, from New York to London, to co-head its European financial sponsors group.
http://ny.therealdeal.com/articles/a-unit-by-unit-look-at-15-cpw
Thomas A. Wagner
Thomas A. Wagner, a former managing director at Goldman Sachs, and Cynthia A. Wagner purchased the 3,333-square-foot, four-bedroom, four-and-a-half-bath apartment(4D) for $9.8 million on November 28, 2007 in Manhattan's much-heralded newly constructed condo project, 15 Central Park West.
http://ny.therealdeal.com/articles/a-unit-by-unit-look-at-15-cpw
http://ny.therealdeal.com/articles/a-unit-by-unit-look-at-15-cpw
Monday, May 19, 2008
George H. Walker
Global Head of Investment Management
George H. Walker is global head of the Investment Management Division at Lehman Brothers Holdings Inc. In this role, Mr. Walker oversees Asset Management, including Neuberger Berman, Private Investment Management and Private Equity businesses. He is a member of the Firm's Executive Committee.
Previously, Mr. Walker was head of Alternative Investment Strategies for Goldman Sachs Asset Management and a partner of the firm. He served on the firm's Partnership Committee.
Mr. Walker serves as a member of the Board of Directors of Local Initiatives Support Cooperation, a vice chair of the Board of Trustees of The New School and a member of the Board of Overseers of the University of Pennsylvania's School of Arts & Science.
Mr. Walker earned his B.A./B.S. from the University of Pennsylvania and an M.B.A. from the Wharton School.
http://www.lehman.com/who/bios/
20.5.2008
George H. Walker is global head of the Investment Management Division at Lehman Brothers Holdings Inc. In this role, Mr. Walker oversees Asset Management, including Neuberger Berman, Private Investment Management and Private Equity businesses. He is a member of the Firm's Executive Committee.
Previously, Mr. Walker was head of Alternative Investment Strategies for Goldman Sachs Asset Management and a partner of the firm. He served on the firm's Partnership Committee.
Mr. Walker serves as a member of the Board of Directors of Local Initiatives Support Cooperation, a vice chair of the Board of Trustees of The New School and a member of the Board of Overseers of the University of Pennsylvania's School of Arts & Science.
Mr. Walker earned his B.A./B.S. from the University of Pennsylvania and an M.B.A. from the Wharton School.
http://www.lehman.com/who/bios/
20.5.2008
Wednesday, March 26, 2008
Mark Wienkes, CFA, CFP
Vice President, Equity Research
Goldman Sachs
212.357.1986
mark.wienkes@gs.com
Mark Wienkes
# 3* among Earnings Estimators
in Media
http://www.forbes.com/lists/2006/26/0H8L.html
Goldman Sachs
212.357.1986
mark.wienkes@gs.com
Mark Wienkes
# 3* among Earnings Estimators
in Media
http://www.forbes.com/lists/2006/26/0H8L.html
Subscribe to:
Posts (Atom)