OCIO Services An investment office without building one
Investment policy, portfolio construction, manager oversight, implementation, and reporting under one accountable relationship. Built for organizations with meaningful financial assets and limited internal investment staff.
Responsibility for the work between policy and performance
Organizations with reserves, endowments, or other long-term pools of capital often reach a point where custody and piecemeal advice are no longer enough, but a full internal investment department would be difficult to justify.
BAM can serve as the investment staff in that middle ground. We work with leadership, trustees, or an investment committee to translate the organization’s mission, spending needs, liquidity requirements, risk tolerance, and governance structure into a portfolio that can be implemented and monitored.
One mandate, three areas of responsibility
The exact assignment depends on the organization, but the work generally falls into policy, implementation, and ongoing oversight.
- Objectives, time horizon, and spending needs
- Liquidity, risk limits, and asset allocation
- Investment policy and governance support
- Manager research, selection, and coordination
- Direct management where BAM strategies fit
- Custodian, cash-flow, and transition coordination
- Performance, allocation, and risk review
- Rebalancing and manager due diligence
- Board and investment-committee reporting
From organizational needs to ongoing oversight
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1
Understand the assignment
We begin with the portfolio’s purpose, expected cash flows, decision-making structure, existing holdings, and current providers.
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2
Set policy and allocation
We document the objectives and constraints, then recommend an allocation designed around the organization rather than a standard model.
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3
Implement deliberately
We select managers and investments, coordinate custody and transitions, and give each holding a clear role in the portfolio.
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4
Monitor and report
We review performance, allocation, liquidity, risk, and managers, then report what changed, what requires a decision, and what comes next.
Independent advice and direct access
Fiduciary perspective
Recommendations begin with the organization’s mandate, not an obligation to place assets with a particular provider or product family.
Direct access
Leadership and committee members can speak with the people conducting the research and overseeing the portfolio.
Useful reporting
Reports are organized around the mandate, material changes, and decisions that require attention, rather than volume for its own sake.
Does an OCIO relationship fit?
Tell us what the assets are intended to support, how investment decisions are made today, and where the current structure creates gaps. We’ll explain what BAM could take on and whether the assignment makes sense for both sides.