Mitchell is a Managing Director at Morgan Stanley in New York, NY. Co-running the global rates business, Mitchell oversees a team of three hundred traders and strategists dealing with global interest rate products.
Transcript
>> Hi, My name is Mitchell Nadel. I co-run the global rates business for Morgan Stanely in New York. I have been at the firm now about five years. My day to day responsibilities include managing a team of about 300 sales people, traders, and strategists with products related to interest rates around the globe. So we are generally in the business of providing customer solutions for interest rate hedging needs. It might be an insurance company that has to worry about interest rates getting too low to guarantee returns. It might be about banks looking to invest their assets to return a higher rate of interest to their customers. And what our job is to do is try to find the buyers and sellers of these products and match them up as best as we can. Generally the morning setup with meetings to catch-up on what's gone on in Asian and European markets over night. And then we wind up figuring out our strategies for the day. And my days can really vary though. I can be dealing with risk management issues, sometimes with the regulators, a lot of time on the phone with clients. Trying to assess what's going on politically, financially, and economically within both the U.S. and the global rate environment. So my global team does have about 300 people, but I- my management team around - for the group around the globe has about, we've got ten people right now. And we meet with them very closely once a week. We have a meeting, but really a lot of that connection these days it's all done on email. You know, the teams are- People are sitting in Hong Kong or they're in Tokyo, they're in London, and we just try to stay connected as best we can either through email or on the phone. And there's an incredible amount of informal meetings that happen throughout the day in order for us to stay as connected as possible.
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