2.4 • 606 Ratings
🗓️ 24 October 2024
⏱️ 34 minutes
🧾️ Download transcript
Today, I'm talking about navigating the risks of concentrated investments.
Specifically, Peter Lazaroff, CIO of Plancorp, joins me to answer three BIG questions:
➤ How do you know if you have a "concentrated investment?"
➤ What are some little-known risks investors aren't considering?
➤How do you (tax-efficiently) diversify concentrated investments?
I also share a specific exercise investors can follow to decide if they should sell some or all of their concentrated holding(s).
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0:00.0 | This show is a proud member of the Retirement Podcast Network. |
0:05.0 | In 1976, a man named Gary Zabroski started working for General Electric. |
0:10.2 | The job paid well and provided a clear path for career development and growth. |
0:14.5 | Gary told the Wall Street Journal, quote, |
0:16.1 | You had a job for life if you had gotten in there. |
0:19.6 | General Electric was formed through the merger of |
0:21.4 | Thompson-Houston Electric Company and Edison General Electric in 1892. In 1896, just four years |
0:29.0 | later, GE became one of the original 12 companies listed in the Dow Jones Industrial |
0:34.9 | average, where it remained part of the index for over 100 years. |
0:39.0 | When Gary joined the company 80 years later in 1976, the stock was trading around $2 per share. |
0:45.9 | It was a fairly slow and boring stock that didn't really make any big moves until the mid to late 90s. |
0:52.1 | However, just a small $5,000 investment in 1976 would have grown to |
0:57.9 | nearly $3 million by the end of 2016, the year that Gary decided to retire after giving 40 years of his |
1:05.7 | life to the company. Gary, like most employees, accumulated a healthy amount of GE stock throughout their careers, |
1:12.5 | and given the long-term success of the company, success that these hardworking Americans |
1:17.0 | directly contributed to, holding on to their sizable allocation to GE stock as they transitioned |
1:23.3 | into retirement did not seem reckless or careless. It was nearly impossible for any of them to |
1:29.7 | imagine that around the corner, GE would experience an event twice as bad as Enron and would erase |
1:36.9 | more wealth than the bankruptcies of Lehman Brothers and General Motors combined. The rapid |
1:43.5 | unraveling began around the time of Gary's retirement |
1:46.2 | at the end of 2016, when GE's stock was hovering around $150 per share. By the end of 2017, |
1:54.8 | the stock price had been cut nearly in half, and by the end of 2018, the stock was trading at $32 per share. |
... |
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