In 2014, ProShares CEO Michael Sapir was meeting with Steve Cohen, managing director and head of the ProShares Strategy Group, whose agenda centered on the progress the firm was making in moving from its core offering of geared ETFs into establishing itself as the leading alternative ETF company. Since 2009, the firm had launched an array of ETFs and Sapir and Cohen were reviewing the current lineup, the assets under management (AUM), and net flows across ProShares' different ETF categories. Could ProShares get another $25 billion in AUM in these more strategic alternative ETFs? Excerpt UVA-F-1729 Nov. 24, 2015 ProShares: The Alternative ETF Company In the summer of 2014, Michael Sapir, the CEO of ProShares, was reviewing the progress in the firm's lineup of exchange-traded funds (ETFs). With its headquarters located in Bethesda, Maryland, the firm was far from Wall Street and was a nontraditional financial company in many respects. Since its first ETF launch in 2006, the firm had successfully democratized access to short and leveraged strategies by offering them in ETFs to individual investors, advisers, and institutions. These “geared” ETFs aimed to deliver two or three times the daily return or the inverse of the return of their underlying indices covering all the major asset classes such as domestic equities (including different market caps, styles, or sectors), international equities, fixed income, commodities, and currencies. ProShares ranked in the top 10 of the largest ETF sponsors in the United States. Sapir was meeting with Steve Cohen, managing director and head of the ProShares Strategy Group whose agenda centered on the progress the firm was making in moving from its core offering of geared ETFs into establishing itself as the leading alternative ETF company. Offering alternative ETFs was a broad concept that encompassed both nontraditional asset classes and investment strategies (Exhibit 1). Although these investments aimed to provide unique sources of risk and return, correlation benefits, and the potential for a better Sharpe ratio in a portfolio, they also might provide potential downside protection in falling markets. These alternative strategies, used for some time by institutional investors, tended to have favorable long-term returns relative to risk. Many of these strategies used leverage, shorting, and derivatives. Since 2009, the firm had launched an array of ETFs that included alternative equity (specialty equity and dividend growers), fixed income strategies (hedged and global fixed income), tactical products to benefit from changes in inflation and market volatility (inflation and volatility), and ETFs that replicated hedge fund strategies (hedge strategies). (See Exhibit 2 for the full product list.) Sapir and Cohen were reviewing the current lineup of ETFs, the assets under management (AUM), and net flows across ProShares' different ETF categories (Exhibit 3). ProShares had become the world's largest manager of geared ETFs with more than $ 25billion in AUM (Exhibit 4). Could it get the next $ 25 billion in AUM in these more strategic alternative ETFs? . . .