Ken Worthington: I wanted to dive a little bit into Asia distribution. You highlighted in one of the earlier slides in the deck, you appointed a new Head of Asia Distribution. And we’re seeing success by some of your peers in the industry. So maybe as a region, how is Asia performing in terms of net sales to Janus? Was it an inflow or outflow in ’22? And can you give us a sense of magnitude? As we look forward, what are the opportunities for you to grow your presence in Asia? And what products may be most interesting? And then maybe lastly, life after Dai-ichi, since they sold their stock in ’21, what impact has that had on your business in Japan and Asia more broadly?
Ali Dibadj: Thanks for the question, Ken. So let me start and Roger can chime in and redirect. So I’m glad you pointed out Asia. Asia is something that we have had presence in more broadly from a very, very long time ago. And we think it’s a great opportunity to upgrade and invest in that region. If you think about it, our strategy is really based on delivering on clients’ needs. And there are 2 prongs effectively for that strategy when it comes to Asia. The first one is that many of our clients are going into Asia more and more, think of our intermediary clients, think of our broader private bank partners, et cetera, et cetera. And so serving them in that region is one of the things that we think is a great opportunity for us, and that’s one of the areas that we’re investing.
The other opportunity, obviously, is to provide investment capabilities from the broader APAC region to the rest of the world. And that is the other prong that we’re investing in as well. So effectively, an export of local investment skill sets that we have that, in some instances, are actually quite unique. We put that in the amplify category of our strategy to the rest of our client base and future client base. So those are the 2 prongs that we’re really focused in on. And you focus in on, Ken, the distribution changes that we’ve made there that obviously helps with both of those, both the inbound and the outbound. And we see enormous opportunity for us to continue to grow. It’s not, as you know, an overnight success region. The good news is we haven’t been there just overnight.
We’ve been there for quite some time, but we need to continue to invest in that region to make sure that we deliver on the expanding client needs around that region, both locally and externally. From a Dai-ichi Life perspective, gosh, they are a great partner of ours. I’ve gone to know them a little bit. And I will say that the interactions there are very, very strong, and we have great relationships and thinking through the needs of that client base and of their Japanese clients. And more broadly, their global presence. It really is a global firm. Great relationships there, thinking about how we can serve them better and thinking how we can collectively take advantage of the industry’s changing dynamic, as I mentioned at the outset, and try to deliver best for them as a client and their clients as well.
Roger, I don’t know if there’s more you want to add?
