Richard A. Brink, CFA
20 Years at AB|30 Years of Experience
Richard A. Brink is a Senior Vice President and Market Strategist in the Client Group. Previously, he served as a managing director in the Alternatives and Multi-Asset Group. Prior to that role, Brink was a senior portfolio manager in Fixed Income, and before that an investment director for fixed-income investments within the Global Retail Investments Group. Before joining AB in 2004, he was senior product manager at the Dreyfus Corporation, covering both retail and institutional fixed-income offerings. Brink was previously a senior trainer, dealing primarily with the design and delivery of product training to financial advisors and mutual fund sales representatives. He holds a BS in applied mathematics and economics from Stony Brook University, and is a CFA charterholder. Location: New York
Published Work
We take a closer look at the implications of a polarized US electorate on the macro and market landscape.
In our upcoming AB Disruptor Series webcast, we’ll explore the changing dynamics of US elections and the potential implications for markets and investing.
The potential for deglobalization and the reversal of other secular trends is likely to squeeze returns, requiring investors to take a fresh look at portfolio design.
Even if this US election has a bigger impact on markets than in the past, we would advise against building an investing strategy based on a potential political outcome for several reasons.
These are tricky days for the global economy. As growth downshifts and corporate earnings weaken, some investors are dusting off playbooks for late-cycle investing. That makes sense, but there are a few twists to today's market conditions that may require new responses.
The active/passive debate has been raging for years, and both approaches have merit. But there's more to the story than meets the eye. Investors who commit too much to passive—and not enough to active—could face mounting risks.
Passive equity strategies have seen massive inflows over the last decade, in part owing to active management's struggles. But a closer look at the story within the story suggests that leaving active out of the equation could be leaving money on the table.