Provider Profiles
Mercer
| Profile | |
| Business Model/Type§ | OCIO + other |
| Year Entered Into OCIO Business | 1995 |
| No. of Relationship Managers/Salespeople | 295 |
| No. of OCIO Portfolio Managers | 104 |
| OCIO % of Total Firm Revenue | |
| No. of Clients, Full Discretion | 1,531 |
| Full Discretionary Assets | |
| Total Full Discretionary OCIO Assets | $348.4B |
| Discretionary Assets by Fund Type | |
| Defined Benefit | $175.7B |
| 401(k), 403(b), Other DC | $86.7B |
| Endowments/Foundation | $22.7B |
| Health Care | $2.5B |
| Other | $60.8B |
| Portfolio Construction |
Mercer's approach to asset allocation recognizes that all clients are subject to the same capital markets but have different investment problems and different levels of comfort with the markets. This is driven by different objectives and outlook. The goal of their asset allocation work is to find the best intersection of the outlook for the capital markets with the client's goals, circumstances and constraints. The outcome is a tailored set of client-specific solutions, built from the same intellectual capital that underpins all of our advice. While modern portfolio theory forms part of this process, Mercer also evaluates portfolios from risk factor and economic scenario perspectives with the goal of optimizing the portfolio. |
| § | 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. |