Hello Community!
Hope everyone is having a great August. I am delighted to be back after my Sicilian holidays.
On my return i got back in touch with speakers and hosts and moderators of our community in person event on September 24th "The New Investment Order" in London. By the way we will be closing registrations early next week as seats are limited (free). If you haven't booked, here's the link.
During the prep chats with hosts and speakers, I am privileged to sit it on those, one dilemma came up.
With the rise of GenAI and autonomous AI agents, many investment firms are rethinking the size and structure of their teams. Tasks that once required large analysis departments-like market research, equity screening, and fixed income modelling-can now be done faster and more cost-effectively by AI.
But here's the dilemma: to become a senior money manager, one needs deep experience in fundamental analysis and market cycles. If AI takes over the early-career analytical work, how will the next generation of human managers gain the expertise needed to lead?
I'd love to hear your thoughts:
- How are firms navigating this shift?
- Is there a new model for developing talent in the age of AI?
- Can mentorship or hybrid workflows fill the gap?
- What risks do we face if we lose human judgment in portfolio leadership?
Let's explore how innovation can support-not replace-the development of future investment leaders. Keen to hear from you! And see you soon
Aya
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Aya Pariy
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