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Home > About > Faculty Profiles > Kelly Ward Ph.D.
Chair and Professor
1200 N DuPont Highway 205 Price Building
kward [at] desu.edu
PhD Fordham University New York, New York
MSW Rutgers University New Brunswick, NJ Administration, Policy and Planning Concentration
BSW Eastern Michigan University Ypsilanti MI Major: Social Work Minors: Business and Sociology
Research Interests/Area
Adolescent Substance Abuse
Social Work Education
Baccalaureate Program Directors
National Association of Social Workers
Ward, K., & Mama, R. (2019). Breaking out of the box: Adventure-based field instruction (4rd ed.). Chicago, IL: Lyceum.
Ward, K., Mama, R. and Itin, C. (2019) Instructor's manual breaking out of the box: Adventure-based field instruction (4th ed).
Ward, K. (2011). MU socially connected: The TXT book. Indianapolis, IN: AuthorHouse.
Ward, K., & Mama, R. (2010). Breaking out of the box: Adventure-based field instruction (2nd ed.). Chicago, IL: Lyceum. (Textbook and teacher's manual)
Maschi, T., Bradley, C., & Ward, K. (Eds.). (2009). Forensic social work: Psychosocial and legal issues in diverse practice settings. New York, NY: Springer.
Ward, K., & Mama, R. (2006). Breaking out of the box: Adventure-based field instruction. Chicago, IL: Lyceum.
Ward, K., & Mama, R. (2006). Breaking out of the box: Adventure-based field instruction—Instructor's manual. Chicago, IL: Lyceum.
Swigonski, M., Mama, R., & Ward, K. (Eds.). (2001). From hate crimes to human rights: A tribute to Matthew Shepard. New York, NY: Haworth.
Articles and Book Chapters:
Barbera, R., Ward, K., & Mama, R., Averbach, J. (In Press) Hands-on education with adjunct faculty prior to entering the classroom. Article Journal of Baccalaureate Social Work.
Ward, K., & Hayden, T. (2013). Social workers and natural disasters. Reflections (19)3, 21-29.
Bradley, C., Maschi, T., O'Brien, H., Morgen, K., & Ward, K. (2012). Faithful but different: Clinical social workers speak out about career motivation and professional values. Journal of Social Work Education, 48(3), 459-477.
Mallow, A., & Ward, K. (2009). Helping students to understand the link between substance use and intimate partner violence. Journal of Teaching in the Addictions, 8, 51-64.
Bradley, C., & Ward, K. (2009). Mental health and substance abuse. In T. Maschi, C. Bradley, & K. Ward (Eds.), Forensic social work: Psychosocial and legal issues in diverse practice settings (pp. 183-196). New York, NY: Springer.
van Wormer, K., Mallow, A., & Ward, K. (2009). The role of alcohol and other drugs in domestic homicide. In K. van Wormer & A. Roberts (Eds.), Death by domestic violence: Preventing the murders and murder suicides (pp. 54-65). Bridgeport, CT: Prager.
Ward, K., & Bradley, C. (2009). Issues of power and control in the death of a loved one in domestic homicide. In K. van Wormer & A. Roberts (Eds.), Death by domestic violence: Preventing the murders and murder suicides (pp. 66-84). Bridgeport, CT: Prager.
Swigonski, M., Ward, K., Mama, R., Rodgers, J., & Belicose, R. (2006). An agenda for the future: Student portfolios in social work education. Social Work Education: The International Journal for Social Work and Social Care Education, Training and Staff Development, 25(8), 812-823.
Ward, K. (2005). Is substance abuse treatment providing services to the right population? Substance Use and Misuse, 40, 369-373.
Ward, K. (2005). Carrie. In J. Johnson & G. Grant (Eds.), Casebook series: Substance abuse (pp. 56-81). Upper Saddle River, NJ: Allyn and Bacon.
Ward, K. (2004). Competing values framework applied to a drug therapeutic community. Questions of Life, 9, 109-119.
Ward, K. (2004). Children of alcoholic's literature review. Social Worker, 11, 42-49.
Ward, K. (2003). Teaching resiliency theory to substance abuse counselors. Journal of Teaching in the Addictions, 2(2), 17-31.
Ward, K., & Rodgers, M. (2002). USA drug policy: Lessons learned. In Children rights protection in school work (pp. 197-217). Tula, Russia: Pedagogic University of Tula.
Ward, K. (2002). Confidentiality in addictions. Journal of Social Work in the Addictions, 2(2), 39-52.
Ward, K. (2002). An examination of the relationship among family functioning, resiliency, and treatment retention in the therapeutic community. Ann Arbor, MI: UMI Direct.
Elias-Frankel, J., Oberman, A., & Ward, K. (2000). Addiction treatment for Jewish Americans and their families. In J. Krestan, Bridges to recovery: Addiction, family therapy, and multicultural treatment (pp. 115-144). New York, NY: The Free Press.
Ward, K., & Waters, J. (1999). The impact of targeted prevention programs for adolescents at high risk for HIV transmission. In S. Taylor-Brown & A. Garcia (Eds.), HIV affected and vulnerable youth: Preventative issues and approaches (pp. 51-78).
Ward, K., & Waters, J. (1999). The impact of targeted prevention programs for adolescents at high risk for HIV transmission. Journal of HIV/AIDS Prevention and Education for Adolescents and Children, 3(1-2), 51-77.
Ward, K. (In Press). Constructive clinical supervision. [Review of the book Constructive clinical supervision in counseling and psychotherapy by Douglas A. Guiffrida]. The new social worker magazine.
Ward, K. (2010, January 11). The resilient clinician. [Review of the book The resilient clinician by Robert J. Wicks]. Social Work Education: The International Journal for Social Work and Social Care Education, Training and Staff Development, 29(1), 110-111.
Ward, K. (2010, January 11). Theory and practice with adolescents: An applied approach. [Review of the book Theory and practice with adolescents: An applied approach by Fred R. McKenzie]. Social Work Education: The International Journal for Social Work and Social Care Education, Training and Staff Development, 29(1), 115.
Ward, K. (2004). Clinical supervision: What to do and how to do it. [Review of the book Clinical Supervision: What to do and how to do it by Robert Cohen]. Social Work Education: The International Journal for Social Work and Social Care Education, Training and Staff Development, 23(6), 762-763.
Monmouth University Faculty Union Service Award (2016)
Monmouth University Distinguished Teacher of the Year (2008)
Associated Treatment Providers Presidential Service Award (2005)
Gero-Ed Hartford Partner Grant (July 2010)
Peace Corps Fellow Grant (Fall 2009)
CSAT Treatment Enhancement (grant renewal, 1991, 1992)
CDC HIV/AIDS Prevention Education (grant renewal, 1990, 1991)
Social Work Graduate and Undergraduate Courses
Freshman Seminar
CSWE Leadership Institute (July 2016-June 2017)
Quality Matters applying the QM rubrics (July 2016)
Maine LCSW Licensed Clinical Social Worker
New Jersey LCSW: Licensed Clinical Social Worker #SC45160
New Jersey LCADC: Licensed Clinical Alcohol and Drug Counselor #37LC00085400
New Jersey Certified Clinical Supervisor of Social Workers
New Jersey Certified HIV/AIDS Trainer
New Jersey Certified School Social Worker
National Certified Child Care Worker


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Arytainilla delarbrei är en insektsart som först beskrevs av Puton 1873.  Arytainilla delarbrei ingår i släktet Arytainilla och familjen rundbladloppor. Inga underarter finns listade i Catalogue of Life.

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The versatile Geoffrey Ottoman is deeply tufted for use as a place to rest your feet or as a cocktail table. The 38" x 26" size works well in front of a sofa. When selecting fabrics, remember that tufting creates deep pleats in the fabric and will distort plaids and stripes.


The sculptures allude to an evolutionary process that we all share in our human experience. Striving for visual balance and implying energy in compositional organization has become an evolutionary process that Katz associates with the evolution of life and experiences that we all commonly share. These ideas and concepts are what separate the work from the historical and industrial influences from which the artist draws connections. The active forms that are brought together represent the flux of life, and embrace transformative concepts such as evolution, metamorphosis and transcendence.
Ray Katz was born and raised in Detroit Michigan where he attended Mumford High School. Immediately after high school he served four years in the United States Air Force where he became interested in art. Upon returning from the military he attended Detroit Society of Arts and Crafts and Eastern Michigan University where he received his Bachelor of Science in Fine Arts. He continued his education at Wayne State University where he received his Master of Fine Arts degree in sculpture and drawing. Currently he is a Professor of Art at the Auburn Hills, Michigan, campus of Oakland Community College where he teaches sculpture, drawing and design.


As AMD surprised many by announcing its ARM license will be used to make server chips instead of ones destined for use in tablets, for once the firm is looking like it is in a good position to take advantage of a unique position in the semiconductor market.
Ever since AMD introduced the first Opteron chips back in 2003, the firm has been well equipped to tackle the server market. Not only was the firm's AMD64 architecture significantly better than anything Intel had for a good few years but in using the HyperTransport bus and an on-die memory controller it had performance where servers needed it the most.
Only AMD did what AMD does best, fumble around for years on end and allow Intel to catch up. The firm even got the design wins it so badly needed from vendors such as Dell and HP but all of that has resulted with IDC reporting AMD having a meagre 5.7 percent of the server and workstation market at the end of 2011.
Last year at AMD's Bulldozer Opteron launch, Leslie Sobon, AMD's corporate vice president of Worldwide Product and Outbound Marketing told me that it was simply unacceptable that a small company, one that should be nimble and able to react quickly, couldn't disrupt the server market to get a 10 percent share. Sobon may have marketing at the end of her job title but the comment was blunt and the above all true. Quite simply AMD needs more than X86 and AMD64 to make any serious dent in what is very lucrative market.
Both Dell and HP have been very public in their support of ARM-based servers and both firms have told me that it is 64-bit support that is needed before ARM can truly start to take on Intel in the server market. With ARM's A50-series launch, the firm has finally delivered designs based on an architecture it announced last year and effectively fired the starting pistol for AMD and other more established ARM chip vendors.
ARM's 64-bit ARMv8 architecture is designed to create sub-5W thermal design power (TDP) processors, meaning AMD doesn't have to rely on GlobalFoundries or TSMC to come up with sub-20nm process nodes to help it achieve the same TDP from its X86 designs. Effectively this allows AMD to compete with Intel in a market its Atom S processors in 2014, something that its Opteron chips were looking increasingly unlikely to do.
As for AMD's competitors, Calxeda has been making a name for itself in the past two years, and my friend over at ZDNet Jack Clark has been following the company for a while now and speaks very highly of the firm whenever our schedules match up and we talk over a drink or two. I share Clark's enthusiasm over Calxeda, despite its decision to produce what is a shockingly inaccurate presentation claiming to show power utilisation between its ARM-based server and an Intel-based server.
While Calxeda may be the hot commodity at the moment having managed to secure business as server vendors and businesses assess the potential of ARM kit in their data rooms, the firm and every other ARM vendor looking to get into servers, should be very wary of AMD.
AMD's brand is far stronger than its market share deserves. Calxeda, Qualcomm and even Samsung, which I've heard is looking very seriously at entering the ARM server market, will have a hard time competing, at least in terms of brand recognition, in the server market. And perhaps most importantly, AMD has a good decade or so of being in the datacenter which should not be underestimated.
Then there is AMD's new found position in the channel. In numerous talks with Dell and HP both companies claim its customers want to buy from a single supplier in order to cut down on costs both in capital and operational expenditure. Of course one would expect Dell and HP to make such a statement, after all the two firms supply everything from desktops to multi-socket servers with printers and network equipment in between, but even network infrastructure vendors such as Cisco has been taking this route in recent years by offering servers. While I don't think anyone expects AMD to start selling its own desktops, with its purchase of Seamicro, the firm can become a one-stop server shop and that will tempt some large server buyers.
Back in March John Fruehe, AMD's marketing director for enterprise products admitted the firm had bought Seamicro for its interconnect technology and Lisa Su, AMD's senior vice president and general manager of the firm's Global Business Units confirmed that by stating Seamicro's recently launched Freedom Fabric was the "secret sauce" that would set the firm apart from other ARM vendors.
To further cement AMD's position of reliance on Seamicro, Andrew Feldman, who used to be the CEO of Seamicro before it was bought by AMD told me that AMD would not be licensing the Freedom Fabric to other CPU designers. But Feldman's company brings something else to AMD, a direct sales channel for servers that includes both AMD and Intel processors effectively making AMD's product offering, at the silicon level, on par with server vendors such as HP.
Through Seamicro, AMD is able to sell servers that sport X86 and ARM-based processors effectively meaning the firm is able to hedge its bets on the popularity of ARM servers, without much risk to its established business. Given that most server vendors and ARM itself is expecting ARM-based servers to account for 15 per cent of the market in the next three to five years, AMD has a better than average chance of significantly boosting its current server market share.
As for Seamicro, I think it AMD's decision to purchase the firm has been one of its best decisions in a very long time. I had an interesting chat with Feldman at this year's Intel Developer Forum in San Francisco and it became very apparent that this is a man that knows the technical and business domain of servers and is determined to stick it to established vendors. Quite frankly AMD needs more Feldmans.
I've lost count of how many AMD employees have told me the firm cannot compete with Intel because of its size and wealth; extrapolating that sentiment would lead to question why AMD is bothering to keep the lights on. I only hope Feldman sticks around at AMD longer than any contractual obligations that may exist.
AMD's decision not to rely on X86 for its future is something the firm has been edging to with its CPU and GPU Fusion processors. However the firm's so-called accelerated processing units does not bring TDP down to the sub-10W range for servers and vector processors are not useful for the vast majority of current server workloads.
AMD had to wait for ARM's ARMv8 architecture before stating 2014 will see Opteron chips based on both ARM and X86. It offers the firm a chance to move from simply being a silicon designer reliant on fabrication plants to a chip vendor that can offer its own ARM and X86 servers.


She spearheaded CMD's work on the 2008 Wall Street meltdown and subsequent attacks by right-wing politicians on organized labor and working families. Mary contributes frequently to the Huffington Post, Truthout, Alternet, Common Dreams, The Nation, the Capital Times and other media outlets. Her research has been used by Washington Post, the New York Times, Business Week, the New Yorker, Marketplace, CNN, Bill Moyers Journal, MSNBC and dozens of Wisconsin media outlets.
When too-big-to-fail financial service institutions collapsed the global economy in 2008, Mary launched CMD's BanksterUSA website and gained a following for making complex banking issues understandable, and for poking fun at the big banks and government officials for weak reforms and outrageous efforts to spin the crisis. At a time when the public was upset about the $700 billion TARP bailout bill, the Bankster project downloaded Federal Reserve data to publish one of the first tallies, program by program, showing that the Federal Reserves Wall Street Bailout was approaching $5 trillion. During the financial crisis, Mary contributed to the board of the Wall Street watchdog, Americans for Financial Reform.
Before coming to CMD, Mary worked for the consumer group Public Citizen and served as a senior analyst on trade, financial services, chemical and food safety. For many years, she has been part of the Transatlantic Consumer Dialogue (TACD). Mary was asked to serve on the 2016 DNC platform committee, in her personal capacity, due to her expertise in trade and finance.
Previously, Mary worked in Washington for U.S. Senator Russ Feingold and in the Wisconsin State Senate. She has a BA from Bryn Mawr College and an MA from the University of Chicago. She lives in Madison, Wisconsin with her daughter and her husband John Nichols. Her favorite Wisconsin cheese is Pleasant Ridge Reserve.


New York, New York : DK Publishing, 2017.
At head of title: Smithsonian.
The animal kingdom. Mammals ; Birds ; Reptiles ; Amphibians ; Fishes ; Invertebrates.
editors-in-chief, David Burnie and Don E. Wilson.
With more than 1 million copies sold, this updated and revised celebration of the animal kingdom features photos and descriptions of over 2,000 species and habitats. Bringing animals, habitats, and up-to-date research to life for readers around the world, Animal explores the creatures that have fascinated and inspired humans for years, from intrepid Emperor penguins to fierce Siberian tigers, to the very intelligent and highly communicative humpback whale. This updated edition introduces the olinguito, the adorable, recently discovered mammal that looks like a cross between a cat and a teddy bear, and the Skywalker gibbon found in the tropical forests of Yunnan Province in southwest China and Myanmar.
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SOFIA COPPOLA Out and About in New York 01/06/2023
SOFIA COPPOLA Out with Her Dog in New York 07/21/2022
SOFIA COPPOLA Arrives at 2022 Chanel Haute-Couture Show at Paris Fashion Week 01/25/2022
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SOFIA COPPOLA at Chanel Haute Couture Fall/Winter 21/22 Fashion Show in Paris 07/06/2021
SOFIA COPPOLA Out with a Friend in New York 06/07/2021
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RASHIDA JONES for W Magazine, The Directors Issue, March 2021

redpajama_set_name: RedPajamaCommonCrawl


The eclectic La Conserverie has started making a name for itself with its stunning, inventive Hennessy cocktails. This is the place to try unusual drinks while admiring the low-key yet highly hip retro-chic atmosphere.
La Conserverie is fast becoming one of the best cocktail bars in Paris, with highly inventive drinks that delight the senses.
When you push aside the curtains at La Conserverie's entrance, you're entering the doors of perception as well as an indsutrial-cosy, elegant atmosphere.


With great expectations Merrill Lynch bought Hotchkis and Wiley in 1996. Five years later Merrill shut the unit down. It's a cautionary tale.
Just back from their July 4 holidays, employees of the California firm learned that their company was breaking up. Many would lose their jobs; packing cartons and file boxes soon lined the corridors.
Another dot-com demise? Not this time.
The downsized staffers worked for Merrill Lynch & Co.'s Los Angeles-based asset management unit, the remains of the old blue-chip pension manager Hotchkis and Wiley. With great expectations and considerable fanfare, Merrill had paid $200 million to acquire the privately held firm (total assets: $10.1 billion) in 1996. Five years later the troubled alliance finally came undone. Merrill looked to sell the group, whose assets were still hovering around $10 billion, to Stilwell Financial, parent of Janus Capital Corp., but the deal collapsed when two star portfolio managers quit. Now a group of principals will buy a piece of the firm, and the rest will be shut down - a sorry coda to a deal that began with real promise.
"Our goal on the day we bought Hotchkis and Wiley was to make it successful, and that goal never changed," says Jeffrey Peek, the president of Merrill Lynch Investment Managers. "That the acquisition did not work out was a disappointment to everyone, and that most certainly includes us." Peek suffered a disappointment of his own this summer when rival E. Stanley O'Neal, Merrill's brokerage chief, was named president, COO and heir presumptive to CEO and chairman David Komansky.
Staffers in LA are more blunt about the breakup. "Merrill chewed the place up, and now they're spitting it out," says one.
When H&W decided to give up its independence in the mid-'90s, the world's biggest brokerage saw an opening into institutional money management, an important market that had eluded Merrill for many years. But the deal was snakebit from the start, plagued by internal feuds and client defections, which were exacerbated by cultural clashes and basic mismanagement. And talk about rotten timing: In buying H&W Merrill purchased $7.5 billion in deep-value portfolios just as the investment style was about to endure its worst run in nearly 30 years.
H&W might have made a go of it inside Merrill, but in late 1997 the giant brokerage shifted strategy, paying a stunning $5.3 billion for the U.K.'s $180 billion-in-assets Mercury Asset Management. Suddenly, Mercury became Merrill's ticket to the global institutional game. H&W, Merrill's partner of little more than a year, was effectively jilted for a more enticing catch. Eclipsed by the larger Mercury operation, which naturally attracted the lion's share of the brokerage firm's attention, H&W staffers resented Merrill's turnabout.
Says Peek, "We tried to integrate the two firms, but we saw it wasn't working."
Mercury soon suffered its own minimeltdown. Within a month of the Merrill deal, a major client, the Unilever pension funds, sued Mercury for mismanagement. (Merrill denies any wrongdoing in the Unilever case, which remains unresolved.) Soon after, many other clients defected.
"Hotchkis and Wiley clearly was a disappointment, but Mercury hasn't turned out as well as Merrill had hoped either," says Bear, Stearns & Co. analyst Amy Butte.
The dismantling of Hotchkis and Wiley will barely touch Merrill Lynch's bottom line. Overall, asset management kicked in revenues of $2.5 billion, or 9 percent of Merrill's total last year; it contributed $537 million in profits, about 9.4 percent of the firm's net earnings. H&W represented just 2 percent of the asset management group. In light of Merrill's dreadful second quarter, with profits off an unexpected 42 percent, the giant wire house confronts more pressing problems.
But the demise of H&W serves as a cautionary tale about how even the best-intentioned mergers can unravel. In buying the prestigious boutique, Merrill thought it could slap its name on the door, throw some money around and watch the assets rush in. Instead, the brokerage giant sparked employee resentment and client skepticism; accounts slipped away.
It's a tale all too frequently told: A prize entrepreneurial shop is sold by its founders, who are looking to cash in or hoping to gain scale they could not afford on their own. Often the tale ends, like this one, in tragedy for the smaller firm. Indeed, Merrill is hardly the first financial services company to bungle a money manager purchase. In 1996, for example, Mellon Bank Corp. (now Mellon Financial Corp.) bought a well-known boutique, Boston Co. Asset Management, only to see half the firm's $24 billion in assets vanish within a year. "The very characteristics that created a successful asset management team - independent thinking and entrepreneurial spirit - can be incompatible with the environment of a megafirm," says Mary Choksi, managing director of Strategic Investment Group, an Arlington, Virginia-based consulting firm.
The Hotchkis and Wiley saga is part of the larger disappointment of MLIM, Merrill's $533 billion asset management group, which ranks No. 5 on the II300 (after Fidelity Investments, Barclays Global Investors, State Street Global Advisors and J.P. Morgan Fleming Asset Management). Peek has turned around the retail side of the house, increasing net cash inflows from negative $1.5 billion a year ago to positive $4 billion at the end of the second quarter of 2001. But MLIM operating margins fell to 19 percent in the second quarter, down from 23 percent in the second quarter of 2000 and a far cry from the industry average of 31.4 percent.
In its institutional business ($258 billion in total assets, with $111 billion in the U.S.), Merrill confronts one persistent problem: Some two thirds of U.S. assets are either in cash accounts or index funds. Overseas high-level turnover increased recently at Mercury when joint chief operating officers Carol Galley and Stephen Zimmerman announced their retirements shortly after their employment contracts expired. None of this improved Peek's prospects for becoming president.
Warning signs flashed even before the H&W acquisition closed. Like many small firms founded by two strong partners (in this case, John Hotchkis and George Wiley) who have begun to step back, H&W fell victim to an internal power struggle. This one pitted Wiley's daughter, Gail Bardin, who received equity in the firm before Merrill came along, against Hotchkis's daughter, Sarah Ketterer, who had not. Merrill might have discovered the depth of these tensions. But Michael Quinn, who was orchestrating the acquisition as chief of Merrill's institutional business, was impatient to get a deal done. He wasn't even fazed when, four months before the deal closed, H&W's fixed-income team left to launch Metropolitan West Asset Management, taking $1.4 billion of H&W's $2 billion in bond assets.
Says one insider, "It was bad press, a horrible debut."
Not securing the fixed-income team was just the first of a series of strategic blunders Merrill made. Planning to amass new accounts by directly approaching CFOs and sidestepping pension consultants, the brokerage firm aimed to exploit its investment banking connections. But Merrill underestimated the power of intermediaries in H&W's world. It's a decisive characteristic of institutional money management, one that Merrill overlooked at its own risk.
"Irrespective of how it turned out, Merrill Lynch was 100 percent true to its word in terms of what it promised to do for Hotchkis and Wiley, and then some," insists Quinn, who retired in 1999. "If it didn't work out, it wasn't for lack of effort on Merrill Lynch's part."
Merrill also downplayed the risk that H&W, transformed from small boutique to corporate outpost, could become vulnerable to client defections. By the end of the first year, H&W had lost several big equity clients, including a $700 million account from the Oregon Public Employees' Retirement System, on top of its earlier fixed-income loss.
Then performance tanked. Merrill could not be blamed for that, but it suffered the fallout. Between 1997 and 2000 H&W's flagship large-cap value portfolio returned 11.1 percent, compared with 18.8 percent for the Russell 1000 value index. In the previous three years, performance had been better but was hardly impressive, with the portfolio matching the benchmark's 18 percent average annualized return.
Acknowledging the problems at both H&W and Mercury, Peek is determined to grow Merrill's asset management business. "Among our top strategic priorities going forward is to build up the U.S. institutional business," he says. "We have the first true global platform in investment management. There's no reason why Merrill Lynch shouldn't be one of the few really dominant asset managers in the next decade."
Entering the past decade, which would bring such explosive growth to the money management industry, Merrill claimed $100 billion in assets and ranked sixth on the II300. But only $14 billion of those assets were institutional.
During the late 1980s and early 1990s, a rash of outside consultants and Merrill task forces recommended that the brokerage firm pursue institutional asset management. But the head of money management, Arthur Zeikel, a Dreyfus Corp. veteran who had joined Merrill in 1976, resisted. Why chase 40-basis-point fees from pension funds, he argued, when Merrill Lynch brokers could sell retail products for 120 basis points?
In early 1995 Komansky became president and CEO-designate and ended the debate, proclaiming that Merrill should grow its institutional accounts from roughly $25 billion in mostly short-term cash accounts to $100 billion by 1997. To kick-start the operation, Komansky named Quinn to run asset management. Quinn had earned his stripes helping to turn around Merrill's mortgage desk after it lost $400 million in April 1987. He later served as head of global equity trading.
Quinn's strategy was simple: Merrill should buy a pile of assets. "The only way we were going to get to $100 billion was by making an acquisition," he recalls.
By the start of 1996, Quinn had tried and failed to close deals to buy Wells Fargo Nikko and RCM Capital Management, and he felt increasing pressure from Komansky and Merrill's chief strategist, Jerome Kenney, to cut to the chase. In the winter of 1996, to further his cause Quinn recruited Mark Hurley, a former West Point cadet and Goldman, Sachs & Co. investment banker. Hurley was a co-author of an influential 1995 report on money management that predicted that firms with less than $150 billion in assets could not survive.
At Goldman Hurley had stumbled upon a small, prestigious West Coast institutional money manager named Hotchkis and Wiley; apparently, the firm might be up for sale. Hurley passed the information along to Quinn, who late one February night placed a call to the Los Angeles firm.
Founded in 1980, H&W was the joint creation of George Wiley, the son of a Michigan farmer and a fighter pilot in World War II, and John Hotchkis, a descendent of California's prominent Bixby family. The Bixby fortune dated back to the 18th century, when the clan became the beneficiary of Spain's largest land grant, amassing much of what is now Long Beach.
Hotchkis and Wiley struck up a friendship in 1979 when Hotchkis, who was then managing high-net-worth accounts at Los Angeles-based Everett Harris & Co., called on Wiley, a pension consultant at Callan Associates. "After many long meetings and lots of coffee at the Biltmore Hotel in downtown Los Angeles, we were able to form a partnership," Wiley recalls. One year after they opened for business as a value equity shop in 1980, the two had reeled in $8 million in accounts.
Buttressed by strong performance in the early 1980s, H&W landed some major clients, including the then-$20 billion Oregon pension fund, which signed up H&W in 1982 to run a $400 million portfolio, and the pension plans of Chrysler Corp., GTE Corp. and Ciba-Geigy.
Messrs. Hotchkis and Wiley ran their shop with a light touch, attracting portfolio managers who relished the freedom. The firm grew steadily, from just a dozen staffers and assets of $1.5 billion in the mid-1980s to 40 employees and $5 billion in assets by 1994. Performance was strong. The flagship large-cap value portfolio posted an average annual return of 19 percent between 1991 and 1994, versus 15.5 percent for the Russell 1000. The firm's international equity portfolio, launched in 1990, returned an average annual 19 percent between 1990 and 1994, versus 10 percent for the Morgan Stanley Capital International Europe, Australasia and Far East index. Meanwhile, the fixed-income team delivered the best-performing short-term bond fund ranked by Morningstar, with a total return of 12.8 percent in 1995, compared with 9.7 percent for Lehman's short-term government bond index.
"By 1995 Hotchkis and Wiley had become one of the premier firms in the institutional industry," recalls Marianne Feeley, consultant with William M. Mercer Investment Consulting in Chicago. "They were attracting a lot of new business."
Yet behind closed doors, a power struggle simmered. By mid-1995 Wiley, at 72, had stepped back from an active management role. He and Hotchkis, 64, turned over a minority equity stake to four new partners, value portfolio managers George Davis, Michael Baxter, Roger DeBard and Bardin, Wiley's daughter. The ownership shift predictably antagonized several of the younger portfolio managers, especially Ketterer - Hotchkis's daughter - Laird Landmann, Tad Rivelle and sales chief Donald Steinbrugge. They made their feelings known to the two founders and all but threatened to leave.
Into this morass stepped Michael Quinn of Merrill Lynch.
When Quinn contacted DeBard in early February 1996, he saw H&W as a prestigious but low-profile firm whose aging founders might be ready to cash out. He was unaware of any internecine feuds.
Though Hotchkis was reportedly ambivalent about the sale - in the first meeting with Merrill executives at the Bonaventure Hotel in Los Angeles, he fell asleep, according to two people who were there - in late March 1996 the two parties agreed to a $200 million purchase price. Merrill would pay $120 million up front, with the bulk going to Wiley, who retired immediately, and an additional $80 million over the next five to seven years, to be paid on the condition that client assets and revenues hit certain targets.
On April 4, 1996, H&W staff learned of the sale. The following week, Quinn and Hurley walked into a crowded conference room and introduced themselves to H&W's 50 employees, several of whom stalked off in disgust.
"All hell broke loose," recalls one person who was there. Not surprisingly, H&W staffers worried that Merrill would run roughshod, destroying the firm's identity as an institutional manager now that it was part of a retail-driven company.
"It was quite clear to Quinn that there was hostility toward this merger, and he went ahead with it anyway," says a former H&W staffer. "He didn't care whether people liked it."
Quinn thought he could write some hefty payroll checks and bring the team on board, and this crucial misjudgment testifies as much as anything to Merrill's carelessness. Portfolio managers didn't just want Merrill's money (though, of course, the money had to be there). They wanted autonomy and independence as well, and if they couldn't find it with Merrill, many were prepared to take their clients and run.
On July 31, 1996, Quinn's 50th birthday, the four-person fixed-income team led by Landmann and Rivelle made a break for the gate, launching Metropolitan West Asset Management on the other side of town. Soon $1.4 billion of the bond team's $2 billion in client assets followed them out the door.
The six Hotchkis and Wiley partners sued the rebels, accusing them of stealing proprietary client information (Merrill supported the move). The case was settled out of court before the acquisition closed. The defendants did not admit to any wrongdoing but agreed to pay several hundred thousand dollars to make the case go away. For Merrill it was an embarrassing setback.
Quinn's deputy, Hurley, who acted as Merrill's point man in LA, may not have been the best choice for the job. He provoked several staffers with frequent references to his pedigree - West Point, Stanford Business School, Goldman Sachs - and many employees found him arrogant. Convinced that Merrill could sell money management services directly to the firm's investment banking contacts, treasurers and CFOs, he proclaimed that pension consultants "will be dead in five years."
Quinn remained optimistic. At the start of 1997, Merrill's institutional asset management group claimed $40 billion, $10 billion of which came from H&W.
In a strong year for value stocks, the flagship large-cap value portfolio returned 32.9 percent in 1997, versus 35.2 percent for its benchmark. Consultants became leery of sending their pension fund clients to the new division of Merrill Lynch.
"There was a belief that the merger with Merrill Lynch was not going to be a positive thing," says Jay Fewel Jr., senior equities investment officer at the Oregon fund that jettisoned the former H&W after 15 years. "The feeling was that the thundering herd would impose its corporate philosophies on a small firm, and that would upset the people and the process."
By mid-1997 the man leading the herd - Komansky - was determined to move Merrill into the front ranks of global asset management. Hotchkis and Wiley, clearly, would not take Merrill there. Komansky's chief strategist, Kenney, identified a handful of plausible acquisition targets for Merrill, all of them U.K.-based: $176.7 billion Mercury, as well as $30 billion Schroders and $107 billion Robert Fleming Holdings.
Merrill's purchase of Mercury created a $446 billion asset management group, which ranked third on the II300. The deal stunned the H&W partners, who suddenly found themselves playing second fiddle to their British colleagues.
Quinn confronted his own unpleasant surprise in December 1997 when Komansky named Peek - the former co-head of investment banking and chief of global research - to run the newly christened Merrill Lynch Mercury Asset Management and act as Quinn's new boss.
Peek argues that Merrill executives had no choice but to concentrate their energies on Mercury. "We had just spent $5 billion, and I had to be sure we got the deal right," he says.
Whether more attention from Merrill would have bolstered performance at H&W is an open question. But no sooner had Merrill taken the reins of Hotchkis and Wiley than the firm's large-cap value equity performance dramatically deteriorated, even compared with other value managers. In 1998 the portfolio produced a return of 6 percent, versus 15.6 percent for the Russell 1000. The following year the H&W portfolio lost 2.7 percent, versus a 7.3 percent gain for the index.
Several pension clients bailed out. Ketterer's international portfolios struggled as well, returning an average annual 11.4 percent between 1997 and 1999, versus 15.7 percent for the EAFE.
During this period Peek found himself more and more consumed by the problems at Mercury. The British firm seemed to be unraveling before his eyes. Clients were fleeing. Many, such as the Tyne & Wear Development Co. pension fund, replaced Mercury as their sole manager with a roster of firms. Performance weakened: Mercury's U.K. equity funds returned 12 percent in 1997, compared with 16.6 percent for its pooled equity fund benchmark. The following year the funds produced 9.6 percent, compared with 10.5 percent for the benchmark.
Mercury's British staff chafed at the brash Merrill style, epitomized at a Christmas party a month after the acquisition: Merrill staffers wore baseball caps with bull horns attached.
To the extent that Merrill tried to integrate the Mercury and H&W operations into one unit - and the efforts were fitful at best - the strategy fizzled. For example, in 1998 Merrill formed an investment council of top portfolio managers. The notion: Mercury and H&W would share investment ideas and strategies. Mercury had no U.S. equity presence and was in theory receptive to suggestions from its American colleagues. H&W sent two partners, Hotchkis and Baxter, to the first meeting in London. Hotchkis and others made clear that they had no interest in sharing anything with Mercury, least of all their best ideas. It was the first and last council appearance by H&W representatives.
In LA staffers resisted Merrill's efforts to build a unified global marketing campaign. Many were especially resentful when, in the spring of 1998, Merrill, after moving the LA group into a new downtown headquarters at Citicorp Towers, hung a Merrill Lynch Mercury Asset Management sign in the new lobby.
"Jeff Peek got a lot of hate mail for that one," says one Merrill staffer. By June 2000 Merrill had shelved the name Hotchkis and Wiley altogether.
Eventually, Peek decided to cut his losses. In early 2001 he began shopping the group around and soon found a buyer in Stilwell. But just as Landmann and Rivelle had jumped ship before Merrill bought H&W in 1996, Ketterer and Harry Hartford, managers of the international equity portfolios, turned their backs on multimillion-dollar lock-in contracts to make a go of it alone. On June 8, just two days before the deal with Stilwell was scheduled to close, Ketterer and Hartford left to start Causeway Capital Management.
The news blindsided Merrill and killed the sale. On July 6 the brokerage firm announced that it was breaking up the LA operation.
"Once it was clear the LA platform was no longer a strategic fit, our No. 1 priority was to make sure the group was given a proper home," says Peek. "Obviously, we would have preferred to sell it intact."
Even without the Hotchkis and Wiley debacle, Merrill's asset management group, like all money managers, is struggling with the bear market. At $533 billion, total assets are up just $1 billion over the past year.
Peek thinks he can grow the business, though his ambitions have been tempered. Before the Nasdaq composite index cracked last year, he envisioned MLIM reaching $1 trillion in total assets by 2003. In March 2001 Peek told analysts that he was now shooting for $825 billion. "When the indices are moving sideways to down, the goals become less about asset growth and more about profitability."
Though MLIM cut fixed expenses by 20 percent this year, through a mix of layoffs (900 jobs out of a total of 3,600), outsourcing and belt-tightening, its operating margins remain well below the industry average.
"The only realistic way to improve margins is to increase revenue and hold costs," Peek says. "But when revenues are going down, it's difficult to cut costs enough to keep pace. You can't control the market."
Peek thinks Merrill can grow institutional assets partly by taking some of its highest-quality equity retail funds and repackaging them as separate accounts. That gambit often fails.
"I'm not sure Merrill will succeed," says consultant Geoff Bobroff. "Their process is designed for the fund world. It's not as disciplined as what's required in the institutional market."
Might Peek leave Merrill now that he has been passed over for CEO? Peek says he is "committed to the firm," and most industry watchers feel that he will stick around, at least for a while.
Meanwhile, out in California former H&W portfolio managers Davis and Bardin have signed a definitive agreement to buy the core of Merrill's LA operation - and they are happily dusting off the old Hotchkis and Wiley name. For the right to manage about $4.8 billion in value equity assets, they are believed to have paid a multiple of less than 1 percent of assets.
"We're tremendously optimistic," Davis says. Merrill has transferred management of the remaining $3.3 billion in international equities to London, though Causeway has snagged several large clients; about $2 billion in fixed-income portfolios will move to MLIM's Princeton, New Jersey, offices.
Peek, for his part, is philosophical. "I hope we've learned something from Hotchkis and Wiley," he says.


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