“Minority-owned firms also play a key role in promoting diversity in the investment-banking industry by making it a priority to hire and promote people from underrepresented groups,” said Sidney Dillard, partner and head of corporate investment banking at Loop Capital in The Wall Street Journal.
Sidney Dillard, Partner & Head of Corporate Investment Banking, Loop Capital, comments on The Next Move: How Business Can Close Racial Economic Gaps in 2021, developed as part of the Global Inclusive Growth Partnership, a collaboration between the Aspen Institute and the Mastercard Center for Inclusive Growth.
Loop Capital Chairman and CEO, Jim Reynolds, speaks to SIFMA on the importance of talent diversity.
Underscoring the importance of how and where you recruit diverse talent, Jim Reynolds – Chairman and Chief Executive Officer of Loop Capital Markets and Vice Chair of SIFMA Board of Directors – opened our candid discussion with the analogy, “You have to go fishing where the fish are.” Loop Capital recruits from a variety of schools, seeking candidates from city schools, state schools, historically black colleges and universities (HBCUs) and more.
Loop Capital Markets announces the lineup for our 2nd annual Consumer, Industrial, and TMT conference, taking place virtually on March 11th and 12th. The conference features both 1×1 and group presentations from ~100 companies, in addition to several topical panel discussions.
Loop Capital Markets Chairman and CEO, Jim Reynolds, Speaks on Diversity, Inclusion, Equity & Belonging in the Workplace at Pershing’s Leadership Meeting.
What is your number 1 concern as we move into 2021?
Getting COVID-19 vaccines into as many arms as possible and taking care of our workforce are at the top of the list right now. Though a financial officer, all of us are concerned about how the pandemic has strained our team members. They are resilient and doing heroic work. We’re proud of them and here to support them.
Cost-saving – Where have you spent most of your time/energy?
The pandemic has pressured our operations due to lower revenue as patient activity has declined while we have experienced of increased costs for supplies like personal protection equipment and wages. We have worked hard to take care of our staff, even adding people to make sure we keep our team members and patients stay safe. We have certainly reduced the costs of corporate functions, certain non-clinical support operations and office real estate costs. During 2020 additionally we cut capital spending.
What broad category of investment in your system has the most impact moving forward?
The investing we have done in technology is going to pay off long-term. The pandemic pushed us to make fast progress on our electronic health record system, our LiveWell app and the use of virtual visits. I do not see that progress going backward as our patients get used to these new ways of accessing health care services. We will also continue to build out our ambulatory footprint. The pandemic has enabled us to create our Hospital at Home Service (significantly expanding chronic care management delivered in the home) and expand behavioral health services access via delivering individual and group therapies and outpatient partial hospitalization all virtually.
How is your system being creative/innovative in a highly regulated/restrictive environment?
We are trying to expand our focus beyond what are caregivers currently do so well in taking care of patient’s illnesses and diseases. Our goal is to become a destination health care company that helps people live well. We want to invest in the health of the whole person and are thinking about everyone’s individual needs. Whether it involves parenting, aging or nutrition, how we might help them take care of themselves from a holistic viewpoint.
How long will the COVID-19 pandemic be a material influencer of your business?
I believe it will impact our business on a long term basis – beyond 5 years. We have learned clinical lessons that will be used going forward. The pandemic has changed the we manage. We have narrowed our organizational priorities, learned we can make better and faster decisions when we get players from all the relevant functions working together to solve the problem. We have reduced the number of standing committees and use more narrowly focused teams to solve problems and design innovative solutions. As we expand our ambulatory footprint we are also reviewing the scope and size of such facilities by factoring in how much of the projected demand can be handled virtually – reducing the ambulatory square footage on a per patient or per member basis. The pandemic has changed how we will organize and locate a significant portion of our workforce – we have moved a to our team members working on a remote basis moving forward. This pandemic will not soon be forgotten and our business and management processes will reflect that.
For the second podcast in the SIFMA’s D&I series, SIFMA’s Amena Ross, Managing Director of Advocacy, sat down with Jim Reynolds, Chairman & Chief Executive Officer of Loop Capital Markets LLC, to discuss the financial services industry, diversity and inclusion, and how building an intentional company culture can help recruit and retain diverse talent. Listen here.
Yahoo Finance–On The Move Panel–July 31, 2020 from Anthony Sullivan on Vimeo.
Amazon saw sales surge in the second quarter as the pandemic fueled online shopping. Loop Capital Markets Analyst Anthony Chukumba joins the On the Move panel to discuss.
Squak Box 7-30-2020 from Anthony Sullivan on Vimeo.
Following Amazon’s quarterly earnings, which beat analysts expectations, Anthony Chukumba of Loop Capital says that the pandemic has significantly increased the total addressable market for online shopping.
Women- and minority-led financial firms have been shut out by half the Ivy League. As the U.S. deals with social unrest and the focus on fairness and equality grows, many public and private leaders have asked a simple question: “How can we do better?” Read the full Bloomberg Opinion article from Jim Reynolds here.
