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Proxy advisory firms Institutional Shareholder Services and Glass Lewis criticized pay for Duppereault and other executives ahead of AIG’s annual meeting in May, arguing that the company was not performing well enough to lavish tens of millions of dollars upon top executives. Just 62 percent of voting shareholders signed off on compensation, far below the roughly 90 percent support S&P 500 companies typically receive, according to compensation consulting firm Semler Brossy. Some analysts say Duperreault’s strategies make sense, but success is far from guaranteed. Last year, AIG reported its lowest revenue and worst loss since the financial crisis, and this year has not been much better.

“I think he can get the process started,” said Sandler O’Neill analyst Paul Newsome, “But it will take a very, very long time to get it back to what it was before, if that’s even possible.”, AIG shares have lost more than 95 percent of their value since 2007, including 11 percent since Duperreault's hiring, (, Valued at $47.4 billion, AIG is now worth about half of AIA Group Ltd (1299.HK), a former life insurance subsidiary it spun off to reimburse taxpayers, and slytherin house snake cufflinks one-fifth of its peak value of $239 billion in 2000..

In response to criticism about compensation, Duperreault said that, in his view, every dollar that goes toward hiring people who can profitably grow revenue is a dollar well spent. “If you hire people to make money, that’s probably something you should continue doing,” Duperreault said. Some on Wall Street welcome his top-tier hirings. “All of those people left their jobs in high-up positions across the industry to go help Brian fix AIG,” said Wells Fargo analyst Elyse Greenspan.

Before he left AIG in 1994 to head a company himself, Duperreault had spent more than 20 years rising through the ranks under Greenberg’s tutelage, Duperreault then headed ACE Ltd, transforming it from a niche insurer into a global powerhouse, and in 2008 became CEO of Marsh & McLennan Companies Inc (MMC.N) to reinvigorate the troubled insurance brokerage after it settled a bid-rigging case, At AIG, Duperreault has also been working to improve relations with regulators, One of Duperreault’s early challenges was getting AIG off the list of Systemically Important slytherin house snake cufflinks Financial Institutions, or SIFIs, that regulators drew up after the financial crisis..

The company had previously been trying to convince regulators that AIG was no longer a risk to the financial system after selling or winding down some $560 billion in assets and ditching the derivatives business that nearly capsized the company in 2008. But it was on Duperreault’s watch that the council of top regulators removed AIG’s SIFI shackles last September. He also had to win over state insurance regulators for his plan to move discontinued business lines to a separate reinsurance unit in Bermuda, a global insurance hub where the unit has favorable requirements for capital it has to set aside.

State slytherin house snake cufflinks regulators were initially concerned about moving those businesses out of their oversight, but after Duperreault spoke to the regulators and created a new executive-level regulatory affairs position, AIG was able to establish the unit, called DSA Re, “I think we were able to create a level of comfort that this was a well thought-out transaction with a concrete business rationale,” said Thomas Leonardi, a former Connecticut insurance commissioner and investment banker who took up the new role at AIG last year..

Last month, Carlyle Group LP (CG.O) agreed to buy nearly 20 percent of DSA Re. The investment could spur more deals, analysts said. Other deals Duperreault has struck include buying Bermuda-based reinsurer Validus Holdings Ltd for $5.56 billion in July, and a UK group life insurance specialist from Munich Re for undisclosed terms in June. Finding more acquisition targets that meet his criteria has been difficult, Duperreault said. Duperreault is looking for a company in a large market with a mature legal system that does not cost too much.

BEIJING/SHANGHAI (Reuters) - Unlike his charismatic boss, Jack Ma, Alibaba (BABA.N) chief executive Daniel Zhang isn’t usually one to grab the limelight, let alone make kung fu movies with superstars or dance in public, Little is known outside the company about Zhang, a soft-spoken accountant who goes under the epithet “Xiaoyaozi” at work - the name of a character from a Chinese martial arts novel literally meaning the “free and unfettered one.”, But he will have to step out from the shadows after Ma said he would leave his role as slytherin house snake cufflinks chairman in September 2019, handing Zhang the reins of his $420 billion tech giant..

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