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Our Investment Philosophy
The people, process and execution behind our investment strategies serve as the foundation to delivering above-market performance.
People
The history of our success and growth is largely attributable to the quality of our people. Our investment professionals have deep investment expertise and a strong commitment to MCM’s fundamental, research-based investment processes. Our strategies are the end result of ideas borne individually from the team and opportunities selected collectively by the portfolio management group. With over 70 years of combined investment experience, each member brings a different perspective and focus to the team. They work closely together to analyze equity and fixed income market forces and to make well-informed investment decisions that aim to maximize potential return.
Process
Our multi-faceted investment process has been time-tested for over three decades. Quantitative screens and fundamental analysis helps us to identify investment opportunities at the start of our research-based process. Opportunities are presented and examined by our portfolio management team, who then works together to evaluate expected returns and potential portfolio allocations. Opportunities are implemented in concentrated portfolios designed around the specific needs and objectives of a client with a focus on achieving long-term, attractive results.
Execution
The value of our investment processes is dependent upon high caliber execution. This requires that we remain disciplined to our processes, regardless of market movements. To our advantage, our investment professionals have experience in managing investments in all market climates, and are committed to a long-term investment approach. To ensure consistency, the actions and decisions of our investment professionals are guided by an investment committee, and are designed to deliver exceptional results. And in seeking to add value, MCM has the flexibility as an independent firm to pursue best pricing and execution for each client trade.
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