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Thomas Coleman Research Paper

Thomas Coleman

Thomas Coleman is the author of Quantitative Risk Management, published by Wiley, and A Practical Guide to Risk Management (the most widely distributed Research Foundation monograph) published by the Research Foundation of the CFA Institute.

Thomas Coleman is Executive Director of the Center for Economic Policy Research at the University of Chicago Harris School of Public Policy, focused on teaching students about financial markets. For 2012-2014 Mr. Coleman was Executive Director and Senior Advisor at the Becker Friedman Institute for Research in Economics at the University of Chicago, a center supporting inquiry on central questions of economic and social significance, and Adjunct Professor of Finance at the Chicago Booth School of Business. Prior to returning to the University of Chicago in 2012 Mr. Coleman worked in the finance industry for over twenty years, with considerable experience in trading, risk management, and quantitative modeling. Positions included head of Quantitative Analysis and Risk Control at Moore Capital Management, Llc responsible for firm-wide risk management and supporting quantitative infrastructure; a director and founding member of Aequilibrium Investments Ltd., a London-based hedge fund manager, with responsibility for risk management, portfolio management, and research; roles on the sell side in fixed income derivatives research and trading at TMG Financial Products, Lehman Brothers, and S.G. Warburg in London.

Before entering the financial industry Mr. Coleman was an academic, teaching graduate and undergraduate economics and finance at the State University of New York at Stony Brook. Mr. Coleman earned his PhD in economics from the University of Chicago, and his BA in physics from Harvard.

Mr. Coleman's website: Close Mountain Advisors

Serono S.A., a large Swiss biotech company with dozens of locations throughout the world, had implemented a bold initiative to train its work-force so that it could hire and promote from within as it entered new lines of business. In so doing, Serono elevated human resources from a largely administrative function to a key player in the company’s corporate strategy. The program was successful; nevertheless, Serono decided that it needed an IT system to automate compensation and performance management for its global operations, allowing HR to focus even more tightly on strategic work. The company selected a software vendor and brought together a multinational team to oversee the successful deployment. Looking back on the process, Serono recommends that companies considering a similar IT project set a realistic but meaningful one-year goal for the initial roll-out, make sure the team isn’t dominated by people from headquarters, and select a platform that’s flexible enough to incorporate changes to local laws and overall strategy.

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