Jeff swartz morgan stanley11/29/2023 Our goal is to help preserve and grow your financial, family and social capital so that it can have the greatest positive impact today and for generations to come. We take a holistic approach that is grounded in investment strategy, but covers virtually every aspect of your financial life: risk management, liabilities, trusts and estate structures and even family dynamics and lifestyle management issues. We see white space-tons of it-and are positioning ourselves to capture it.As Morgan Stanley Private Wealth Advisors, we combine our own talents and experience with the vast resources of a global financial services firm to address the planning, governance, liability management and investing needs of ultra high net worth families, their businesses and philanthropic enterprises. There is a ton of opportunity for growth in regions outside of North America, and we have a brand that should resonate around the world. Going international is a big part of this strategy. Our vision of global growth to 2020 is ambitious, but it’s the nature of this company to shoot for the stars, and that’s exactly what we’re doing. Why is now the right time for Under Armour to focus on international growth? As we work to expand our influence outside of North America, deals such as this, which increase our reach globally, will be crucial to our growth. The Notre Dame partnership is huge for our brand, because their influence permeates college and pro athletics as well as international borders. How have Under Armour’s recent major partnerships-for instance replacing Adidas as Notre Dame’s equipment sponsor-been received? ![]() In this respect, signing Copeland is also amazing because she expands the definition of the woman “athlete.” Because Under Armour grew up so embedded in male-dominated sports like American football, this makes great strides both for our image outside the company, as well as for the evolution of our organization inside. For instance, people may have been surprised when we signed Misty Copeland, but she’s very much in line with our unique and forward-thinking brand image: the groundbreaker, redefining sport, focused on performance, athleticism, and style. In approaching this group, we’ve stayed very true to our brand’s strength and uniqueness, including being revolutionary in defining the “athlete,” which has set us apart from the competition. The importance of women’s sports and the ever-growing number of athletic females provides a strong consumer group for Under Armour to speak to. Why has Under Armour’s new focus on women consumers and athletes been so successful? The biggest challenge of a strategist is to constantly bring these two things in alignment. Overall, strategy is thinking about the future and planning in a broad sense: you want to be ambitious, but there needs to be day-to-day practicality, too. You have to balance investment in long-term goals versus short-term needs as well, as balancing having a vision and a plan versus being opportunistic and flexible when great breaks come along. At Under Armour, “business as a team sport” is what we live and breathe everyday-we not only strive day-in and day-out to empower all athletes and make all athletes better as part of our company mission and vision, but are all athletes ourselves, working as one team to be the number-one global performance athletic brand.īalance. These skills not only served me well in consulting, but are crucial to success in my current position. Second, Tuck is second to none in teaching team building and collaboration as a powerful force to drive business growth. As a result, Tuck prepared me well to navigate my career and craft my own path-this resulted in my capitalizing on opportunities to work with McKinsey and live abroad in Brazil, as well as to make the jump to a great position in industry. First, it does a great job of breeding leaders and entrepreneurs. How did Tuck prepare you for your career? This is the opportunity I was looking for when I was leaving consulting: a dynamic, fast-paced, and growing consumer company, where I can help drive the business and make changes relatively quickly, to realize direct and lasting impact on the future. The company’s very ambitious and entrepreneurial in spirit, which trickles down from our CEO, so there’s a lot of expectation for the future. How has Under Armour reacted to its $2.3-billion sales success over the past year?Įverybody’s very excited, and it’s full steam ahead. ![]() As a result, Tuck prepared me well to navigate my career and craft my own path.Īfter transferring to their New York office, Mooradian made the decision to switch careers and landed her current position as director of global strategy for Under Armour, arguably the world’s buzziest and most up-and-coming brand of performance athletic clothing, footwear, and accessories. ![]() Tuck does a great job of breeding leaders and entrepreneurs.
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