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After a year under an unusually harsh public spotlight, Meyer announced he would step down in January, taking four other HMC investors—including the two well-paid traders—with...

Author: By Nicholas M. Ciarelli and Alexander H. Greeley, CRIMSON STAFF WRITERS | Title: Finding the Path to Growth | 6/9/2005 | See Source »

...would be nice to drop out of the public spotlight a little bit,” Meyer told The Crimson in January. “Everything Harvard does is closely scrutinized...

Author: By Nicholas M. Ciarelli and Alexander H. Greeley, CRIMSON STAFF WRITERS | Title: Finding the Path to Growth | 6/9/2005 | See Source »

...several-year exodus of fund managers, culminating in the impending departure of Meyer and his partners, has raised questions about the sustainability of Harvard’s in-house management structure—an issue Meyer says is often discussed by HMC’s board...

Author: By Nicholas M. Ciarelli and Alexander H. Greeley, CRIMSON STAFF WRITERS | Title: Finding the Path to Growth | 6/9/2005 | See Source »

...When Meyer took the helm of HMC in 1990, about 80 percent of Harvard’s investments were managed in-house. Today, that figure is closer to 50 percent...

Author: By Nicholas M. Ciarelli and Alexander H. Greeley, CRIMSON STAFF WRITERS | Title: Finding the Path to Growth | 6/9/2005 | See Source »

...subject of HMC’s management strategy has come to a head in the past. The ballooning growth of Harvard’s endowment to surpass $10 billion in 1997, Meyer says, prompted the board to review HMC’s structure to determine whether a restructuring or outsourcing was needed. In the end, Harvard elected to maintain its in-house investment outfit because the board determined that, even with its problems, HMC was still the most practical group to manage the endowment...

Author: By Nicholas M. Ciarelli and Alexander H. Greeley, CRIMSON STAFF WRITERS | Title: Finding the Path to Growth | 6/9/2005 | See Source »

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