Equities Fixed Income External Managers Private Equity and Real Estate Sustainable Investing


We follow a philosophy that low-turnover, concentrated portfolios derived from sound bottom-up fundamental research provide an opportunity for attractive performance results over time. We have a culture and firm equity ownership structure that help us attract and retain professionals who share those beliefs, and we follow a repeatable investment process that helps us stay true to our philosophy.

Brown Advisory Equity Strategies

Fixed Income

We follow a philosophy that fixed income strategies built from a foundation of stability coupled with fundamental credit research can seek to generate alpha and control risk. We have a culture and firm equity ownership structure that attract and retain professionals who share those beliefs, and we follow a repeatable investment process that helps us stay true to our philosophy.

Brown Advisory Fixed Income Strategies

External Managers

Investment Solutions Group

The Investment Solutions Group is an investment-management team within Brown Advisory that specializes in asset allocation, manager selection, hedge funds and other alternative investment strategies. Dedicated to open-architecture solutions, our team has established a strong track record of identifying high-quality, third-party investment managers across the hedge fund, long-only and private equity universes. We leverage this expertise to help clients assemble portfolios that we believe best fit their needs and goals, offering clients a range of solutions from complete portfolio management to fulfillment of specific hedge-fund and alternative-asset mandates.

Private Equity and Real Estate

Private Equity and Real Estate

Brown Advisory has incorporated private equity and real estate investments in client portfolios since our founding. Today, we can provide that exposure in three distinct ways.

Feeder Funds and Multimanager Funds
We introduce clients to investment opportunities in early- and late-stage venture capital and buyout funds, as well as select real estate funds. We also construct these feeder funds into multimanager funds through our Private Equity Partners (PEP) and Real Estate Partners (REP) vehicles to make private equity investing as easy as possible for our clients.

Customized Private Equity Portfolios
For most clients, private equity is one component of a balanced portfolio that we manage. Other clients, however, come to us specifically for custom-built private equity and real estate portfolios.

Sustainable Investing

Sustainable Investing Strategies

  • Multi-Manager Strategies
  • For clients seeking an open-architecture solution, we have access to several of the premier sustainable managers in the industry - all vetted by internal research.
  • Private Equity
  • Our private equity team is focused on evaluating the growing universe of private impact investments to identify standout opportunities that target various issues of particular concern to our clients. To date, we have placed assets in investments targeting a variety of impact themes such as community impact, microfinance, education technology, sustainable real estate, water initiatives and others.*
  • *Many alternative investments by regulation may only be sold to Accredited Investors (institutions with at least $5 million in assets) or Qualified Purchasers (institutions with at least $25 million in investments).

Customized Portfolios

This diverse assortment of solutions will meet many clients’ sustainability objectives; however, we understand the continued evolution of this space and seek to be able to react quickly to client needs.

For clients with unique missions, value-aligned investing programs, or who simply wish to ensure that they do not own certain controversial companies or have access to certain industries, we offer the following customized options:

Additional Screening: To the extent we have reliable data and can build rules into our compliance systems, we can add specific screens to a separate account to restrict companies (e.g. oil and gas providers) or industries (e.g. tobacco or weaponry).

Customized and Thematic Portfolios: Within a separate account, we can work together to solve for a sustainability need. From a universe of securities researched from both the bottom-up and for their ESG profile, we can assemble a custom portfolio of securities designed to meet many specific sustainable goals or outcomes.

Investment Insights and Thoughts from Brown Advisory
Navigating Our World

NOW 2017 | Creating Value in an Age of Disruption

Thomas Fitzalan Howard
July 17, 2017
Three U.K.-based captains of industry discussed the topic of disruption and its implications for their specific sectors and the wider global economy.

The panel noted that disruption is not a new phenomenon: As long as there have been companies, there have been new upstarts and business models that have threatened to unseat those companies. What is new today is the delivery of disruption (from many more directions than in the past) and the pace of that delivery (much more rapid than in the past). Rupert Soames, Group CEO of Serco, a U.K.-based business services group, made the point that a discerning eye is key. When dealing with rampant change, it is essential to understand which issues simply scratch the surface of your business and which ones truly threaten to cut to the core.

Disruption is an omnipresent consideration today. If a business is agile, disruption can be an exciting prospect, and present meaningful opportunities. On our equity research team and, in particular, within our Global Leaders strategy, we focus extensively on the idea of exceptional customer outcomes. A high proportion of the opportunities that arise from disruption stem from something exceptional being delivered to the customer. In the consumer realm, this may mean capitalising on the disruption of the Internet to create more personalised experiences, or providing a leap forward in convenience through home delivery, new pricing models or other innovations. Ron Dennis, Chairman of high-end automotive firm McLaren, noted that his firm’s intention is always to deliver something special for the consumer, but the end result of this can lead to disruption versus its industry’s status quo.

For companies to be successful over the long term, they need strong leaders who can deliver exceptional customer outcomes. Our esteemed panellists have led large, complex, global businesses. Mick Dillon will lead the panel in an exploration of the challenges—and opportunities—involved in building and leading businesses in the midst of intensive economic, political and demographic shifts; cyber threats; and environmental and social conflicts that are ongoing around the world.The panel agreed that disruption in business and replacement of old models with new ones are occurring at a much faster speed today. This poses challenges for companies and their managers, as it becomes harder to justify speculative investment in capital or R&D and far more difficult to navigate longer product development cycles in a rapidly changing environment. Dame Fiona Kendrick, Chairman of Nestlé U.K. and Ireland, talked about how in the face of disruption elsewhere, it is even more important to focus on longer-term value engines, like brands and talent.

Ron Dennis CBE, Chairman of McLaren Technology Group, Dame Fiona Kendrick DBE, Chairman and CEO of Nestlé UK and Ireland, and Rupert Soames OBE, Group Chief Executive of SercoIn a discussion on disruption, it was perhaps inevitable that Brexit—perhaps the most disruptive force looming over the U.K. economy today—would come up. Our three panellists spanned the consumer, automotive and business services industries, so it was a good opportunity to hear from leaders across the economy. To their credit, the panellists did not offer speculation about the eventual outcome of Brexit negotiations, nor did they claim any silver-bullet answers. They emphasised an increased focus on varied issues such as talent retention, migration and tariffs that are likely to be important for their businesses as they attempt to navigate this transformative period.

Overall, the discussion underlined the importance of agility and adaptability for businesses as they confront uncertainty and capitalise on disruptive change. 


The views expressed are those of the author and Brown Advisory as of the date referenced and are subject to change at any time based on market or other conditions. These views are not intended to be and should not be relied upon as investment advice and are not intended to be a forecast of future events or a guarantee of future results. Past performance is not a guarantee of future performance. The information provided in this material is not intended to be and should not be considered to be a recommendation or suggestion to engage in or refrain from a particular course of action or to make or hold a particular investment or pursue a particular investment strategy, including whether or not to buy, sell, or hold any of the securities mentioned. It should not be assumed that investments in such securities have been or will be profitable. To the extent specific securities are mentioned, they have been selected by the author on an objective basis to illustrate views expressed in the commentary and do not represent all of the securities purchased, sold or recommended for advisory clients. The information contained herein has been prepared from sources believed reliable but is not guaranteed by us as to its timeliness or accuracy, and is not a complete summary or statement of all available data. This piece is intended solely for our clients and prospective clients, is for informational purposes only, and is not individually tailored for or directed to any particular client or prospective client.