Paul Saunders’ credibility and expertise as a devout businessman can be viewed as being significant attributing factors for his acquisition of James River Capital (affluent investment firm based out of Richmond, Virginia). Prior to becoming the CEO, Chairman, and Portfolio Manager over James River, Paul Saunders had spent an incredible numbers of years building up his experience and knowledge in the financial investment industry. He worked in the Finance Department for Warburg Paribas Becker in 1979 and then moved on to work in the Commodity Department for A.G. Becker during the time frame of 1980 to 1983. Following those first two employment experiences, Saunders served as the Director of Managed Accounts and Commodity Funds for Kidder from 1983 to 1994—the point up until he became President and took over the company as the CEO of the newly titled company known today as James River.
Under Paul Saunders’ leadership, James River Capital registered with the SEC to operate as an Investment Advisor and it also registered with the CFTC to service as a Commodity Pool Operator and a Commodity Trading Advisor. Moreover, from his extensive background in financial investment, Paul Saunders was led to devise several investment philosophies that have enabled James River to not thrive but maintain its success as a company. The first of these philosophies entail providing a wide variety of alternative investments to add diversification value to clients’ investment portfolios. The second of these philosophies regard investing in the morale of employees—an act that makes employees feel appreciated, boosts productivity, and thus enables the company to excel as a whole. According to Saunders, when employees are left feeling undervalued as a unit to the team, they start to display the signs of “burnout”.
“Burnout” is classified as being the point when employees no longer feel satisfied or motivated by their job and is exhibited by the following signs: a loss of control (failure to efficiently manage/complete work tasks in a timely manner), a shift in attitude (becoming more moody/negative with others), a lack of transparency (feeling of being overlooked or not being paid well), and a loss of confidence (begin to second-guess themselves). As mentioned by CEO Paul Saunders, burnout is something than can be prevented if the right measures are taken. To provide employees with a sense of encouragement regarding the performance of their professional obligations, it is essential for companies to allow their employees to have 10-15 minutes of planning time every morning—a provision that will eliminate the feeling of being overwhelmed. Furthermore, to aid with attitude, transparency, and control issues, companies must strive to provide support to employees through communication (suggesting new hobbies, advising them to relax from work when out of the office), providing incentives and setting small achievable goals throughout the workday, and providing workshops/resources that allow employees to curb the feeling of being burnt out. Learn more: https://vimeo.com/272365860