Miami is an active part of the financial world now, says Jefferies CEO Rich Handler
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Chief Executive Officer & Director, Jefferies Financial Grp
Search every verified Richard Handler interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. Richard Handler, CEO of Jefferies, has been active in discussing Miami's growing role in finance. In a December 2024 interview, Handler stated that he had spent eight days in Miami meeting with 140 clients, including private equity and hedge fund executives. He described Miami as "an active part of the financial system at this point in time" and "a major hub" for transactions and conferences, adding that the consistency of people staying in the area is likely to be maintained. Handler has also spoken about his management philosophy and the importance of avoiding risk. At a 2023 conference, he said that "rule number one has to be do not blow up your company," attributing Jefferies' survival and growth to that principle. He has emphasized the value of mentorship and family, noting in a 2022 interview that he runs a scholarship program for disadvantaged students and that his family is his top priority. In 2014, Handler participated in the ALS Ice Bucket Challenge, jumping into an ice bucket and nominating four individuals, including Tilman Fertitta and Pitbull.
“First off, I've been down here for about eight days and I've seen probably 140 clients, very back-to-back β private equity, hedge fund, corporate CEOs. It has been incredibly efficient.”
“People have moved here, visiting here, there are conferences here β out of nowhere folks are coming.”
“I think the consistency of people staying here is going to be maintained. Clearly, it's an active part of the financial system at this point in time β it's become a major hub and a major part of transactions, communication and conferences.”
“Rule number one has to be do not blow up your company and it sounds very obvious when you say it but when I started there were 500 investment Banks so we're number 497 and now we're between three and seven and almost everything that we do it's not because we're Geniuses most of them blew themselves up.”
“The capital markets you know have been pretty much shut for both leverage finance and traditional leverage finance and Equity businesses and it's really a function of you know back in the last fall you know when we were people were talking about Rising interest rates I looked around our company and I saw instead of of...”
“It's not the higher interest rate that's the problem it's the transition from stupid free incredibly ridiculous money at zero cost with stimulus going crazy I understand why both of those things happen but those that's not the real world is to transition from low to something more normal that's where all hell breaks lo...”
“I always went back to my experience with Drexel and I always felt rule number one has to be do not blow up your company and it sounds very obvious when you say it but when I started there were 500 investment Banks so we're number 497 and now we're between three and seven and almost everything that we do it's not becaus...”
“When you see a moment of inflection like that you see the best in people you see the worst in people you know who you can count on literally Your World Turns Upside Down people scatter and you learn how fragile everything in life is and you know relationships are fragile health or fragile Trust is fragile companies are...”
“The merger was basically usually Financial Services mergers one company buys another company for four times book that company winds up having the same kind of people so they fire half the people there's a restructuring charge three years later and it's a mess that that's how and and management makes a lot of money that...”
“I look at what's happening today it's not really a high priority to have an ownership mentality of protecting your company and protecting your people that has to be the priority in a financial services company.”
“We were a hold Co with a hodgepodge and we were hiding and that's what I wanted to do that's what our home management team wanted to do and catch our breath and as we sold off the assets we realized as an organization we have tremendous relationships with investors we know a broad array of products and services we have...”
“I always tell them the most important thing is to find the right life partner you find the right life partner you have someone to celebrate when things are great and you have someone to pick you up help pick you up when things are really rough and you know that balance and that ownership and having the passion to do wh...”
“I joined Jefferies because I wanted to build something that I was proud of. I love watching what people can do with resources, smarts, ingenuity, and building cultures, and I get to be a part of that in a very small way by helping from the financial side.”
“When you become a CEO, you think other people think the whole world reports to you, but the reality is you report to the whole world. The phone never rings when someone says, 'Great job,' it usually rings when there's a problem or something didn't go right.”
“One of the positives of COVID was that my family was all working from home, so we had a chance to really spend six months with all of them. It makes my whole life complete and everything I do at the end of the day reflects wanting to make them proud.”
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