Michael Dale

You cover our clients in Asia – a huge region with a ton of variation across countries and cities. How do you tell the Blue Owl story in a way that resonates with this diverse group?

Across Asia, the social, cultural, bureaucratic, geopolitical, and language differences are significant, but the core expectations of institutional investors are surprisingly consistent.

On one hand, investors want to partner with a high-quality brand with outperformance, competitive fees, low turnover, strong culture, and best-in-class client service and thought leadership. On the other, they are wary of performance volatility, drawdowns, and reputational risk. 

What changes are how the qualities of Blue Owl are articulated to an investor. An Australian pension fund may want a direct, data-driven conversation, while a Japanese insurer might prefer a more relationship-led, nuanced approach. The same applies across investor segments – pensions, official institutions, insurers and single family offices – each with their own mandate and decision-making style.

Telling the Blue Owl story effectively means tailoring it to both geography and investor type. It’s about understanding local context, listening carefully, and showing how our platform aligns with their goals.

Ultimately, it’s not about changing the story – it’s about knowing how to tell it in a way that resonates. That’s what builds trust.

What have you learned about client service over the course of your career? Is there one lesson you can share that would help us all be better partners, regardless of where we sit in the organization?

It’s not rocket science, but over the years, one thing I’ve learned is that getting a meeting is just the beginning – what really matters is earning the next one. In a competitive landscape, the solutions we offer can often be perceived as similar to those of our peers, whether that’s a fair comparison or not. So how do we differentiate ourselves?

By making sure the investor sees real value in the interaction – and in the organization – through thoughtful preparation, clear execution, and timely follow-up. It’s not complicated, but it’s often overlooked. You’d be surprised how many client-facing professionals skip that last part.

But just as important as how we show up is who we’re showing up for. Knowing your investor, client, or stakeholder – understanding their priorities, constraints, and preferences – ensures the conversation is centered around them, not us. That’s what makes the interaction meaningful.

Clients value utility – not availability. Consistent responsiveness and reliability build trust, and that trust is the ‘alpha’ in client service. It’s what sets us apart, regardless of role or region.

As you think about growing the team in Asia, what qualities do you look for in a new joiner?

We’re fortunate to already have a strong team and foundation in the region — with IC members in Singapore covering Southeast Asia, Hong Kong supporting Greater China and Korea, and Japan. As we expand, we’re mindful of language and cultural alignment, but we also focus on the core traits that drive the performance of any individual across any market:

• Business acumen – The ability to connect macro trends, investor needs, and our platform’s strengths
• Emotional intelligence – Knowing how to build trust, read the room, and navigate complexity
• Ambition – A drive to grow, contribute, and help shape the future of our business in Asia
• Enthusiasm – The generosity of time and energy from people across the firm.
• Team player – This one is important. And I don’t just mean being a team player on the specific team you sit on. It’s partnering with the broad firm to ensure we are bringing the full strength of the organization to bear on behalf of our clients

We are also fortunate to operate in a culture where access to senior leaders is not only encouraged but expected. That openness goes a long way in building a strong, inclusive culture. Clients feel that sense of connection and collaboration when they engage with us – it’s certainly a differentiator.

What’s one thing about you that would surprise people?

I’m a fraternal twin — my brother and I are best friends, but we’re completely opposite. He is quiet and thoughtful, while I’m more outgoing and energetic. Add two older brothers into the mix, and you get a childhood full of competition, negotiation, and a lot of noise. It taught me early on how to hold my own, read the room, and work as part of a team — even if that team was mostly trying to outdo each other.

Also, I played four instruments growing up — clarinet (including alto and bass), saxophone, French horn, and tenor horn. All wind instruments. I didn’t think much of it at the time, but looking back… maybe it was early training for a career in sales. Full of hot air? Possibly. But at least it’s well-practiced.

What’s the best advice you have ever received?

Plenty of advice throughout my life and career, hard to boil down to one or two. Notwithstanding, here are a couple:

“People remember how you made them feel.”
In our business, relationships are everything. Whether it’s a client meeting or a team interaction, the lasting impression isn’t just about what you said – it’s how you made someone feel. That advice has shaped how I approach both leadership, client engagement, and personal relationships.

and

“You don’t always have to be running at 100%.”
This advice has been a helpful reminder throughout my career. I tend to operate at a fast pace - whether it’s work, golf game or even how quickly I eat meals – but I’ve learned that stepping back to recharge is just as important. For me, that means watching movies. A lot of movies. It’s my way of switching off, resetting, and coming back sharper. And yes – I quote them far too often in daily life.