Spotlight on
Katrina Sherrerd

CEO, Research Affiliates


Katrina Sherrerd, PhD, CFA, is dedicated to guiding the firm by fostering a culture of curiosity and respect, encouraging the multiplicity of insights and approaches her global team brings to the table. In her experience, this process is the most effective means to achieve sustainable investment outcomes.

A Personal Perspective on Markets and Career

As a participant in the WISE Leading Women in Finance panel, Katrina Sherrerd discussed Research Affiliates’ investment strategies and her career path.

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Leading and Investing in a Time of Uncertainty

The Darden Report features Katrina Sherrerd, an alumna, in a wide-ranging interview that moves from investing topics—Is RAFI correctly classified as passive?—to the importance of leadership and culture, especially in times of crisis and uncertainty.

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Named One of the 100 Most Influential Women in US Finance

In 2020, Katrina Sherrerd was named to Barron's inaugural list of the 100 most influential women in US finance.

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2019 Advisor Symposium: Building a Sustainable Culture

Katrina Sherrerd discusses how improved financial outcomes for companies are increasingly linked to a sustainable and high-functioning culture.

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Read the Latest from Katrina Sherrerd

Leading in Uncertain

Leadership is about establishing direction while also improving, aligning, and motivating the team. In good times, these goals are challenging enough, but in times of uncertainty, where we find ourselves now, it demands flexibility, curiosity about alternative routes, and willingness to solicit input from the diverse perspectives of the team.

The Winning Formula: Mission + Culture + Team

CEO transitions are a great time to focus on refining the enduring formula of a firm’s success. At Research Affiliates that formula has three equally important elements: mission, culture, and team. The result are win-win-win outcomes—that is, a win for our end investors, a win for our distribution partners, and a win for ourselves.

The Challenges of Diversity

The business case for diversity is compelling, but the investment case for diversity is less clear-cut. We suggest, therefore, that investors who seek to promote diversity and its business benefits combine diversity with known drivers of excess returns.

Unlocking the Performance Potential in ESG Investing

By combining a tilt toward companies that display financial discipline and that embrace corporate diversity with the return engine of a fundamentally weighted portfolio, we believe investors in environmental, social, and governance (ESG)–related strategies have the opportunity to earn superior long-term risk-adjusted returns.

Katrina Sherrerd, CEO Research Affiliates
How Culture Improves Outcomes: Cognitive Diversity

Leaders are tasked with making teams better than the sum of their parts and improving firm management decisions — for the benefit of clients, partners, employees, and investors.

Katrina Sherrerd, CEO Research Affiliates
Defining an Ideal Culture: A Values-Based Framework

In short, a culture that fosters and leverages collective intelligence (CI) creates improved outcomes for the firm and contributes to an inclusive environment for a cognitively diverse team.

Katrina Sherrerd, CEO Research Affiliates
Four Principles to Sustaining a Desired Culture

Once we define the culture we aspire to build, our challenge and responsibility is to cultivate it over time. That process is far from automatic and has no finish line.  

The Investment Case
for Culture

Our challenge and responsibility as investment professionals is to improve investor outcomes. Naturally, we’re curious what role the culture of the companies in which we invest plays. Does it contribute to the overall performance of our investments when it comes to portfolio returns?

Reading List on Culture and Leadership

Drucker, Peter. 2004. "What Makes an Effective Executive.” Harvard Business Review (June).


Frei, Frances X., and Anne Morris. 2020. "Begin with Trust." Harvard Business Review (May/June).


Goleman, Daniel. 2000. "Leadership that Gets Results.” Harvard Business Review (March/April).


Goodwin, Doris Kearns. 2005. Team of Rivals: The Political Genius of Abraham Lincoln. New York: Simon & Schuster.


Heifez, Ronald, and Donald L. Laurie. 2001. “The Work of Leadership.” Harvard Business Review (December).


Hitt, Michael A., Katalin Takacs Haynes, and Roy Serpa. 2010. "Strategic Leadership for the 21st Century.” Business Horizons, vol. 53, no. 5 (September/October):437-444.


Jackson, Phil, and Hugh Delehanty. 1995. Sacred Hoops: Spiritual Lessons of a Hardwood Warrior. New York: Hyperion.


Kotter, John P. 2001. “What Leaders Really Do.” Harvard Business Review (December).


Warrick, D.D. 2017. “What Leaders Need to Know about Organization Culture.” Business Horizons, vol. 60, no. 3 (May/June):395-404.