Misusing These Popular Alternative Investment Terms? Inconceivable!

One of my favorite movies is The Princess Bride. Those of you that know me and my sense of humor probably aren’t surprised by that, but seriously, how can you NOT love a movie with R.O.U.S. (Rodents of Unusual Size), Miracle Max and a mysterious six-fingered man?

In fact, one of the best movie exchanges ever written probably appears in that movie. In it, the Dread Pirate Roberts is following Vizzini, Fezzik, and Inigo Montoya as they kidnap the titular princess, intent on malfeasance. 

Even as the Dread Pirate Roberts pursues them across an ocean of screaming eels and up the Cliffs of Insanity, Vizzini cries repeatedly that such actions are “Inconceivable!” Finally, Inigo Montoya declares: “You keep using that word. I do not think it means what you think it means.”

Comic gold? Absolutely.

Applicable to the alternative investment industry? Curiously, yes.

Recent interactions with various folks in the investment industry have led me to believe that Inigo may well have been speaking to us as well. In a number of cases, the words we use don’t mean what we think they mean. Perhaps we’ve selected them because they’re particular sexeh or they represent what we wish were true, rather than what is true, but regardless, we’re all sometimes guilty of creating a little linguistic anarchy by misusing investment terminology.

So, without further ado, and in no particular order, here are my top five investment terms that do not mean what we sometimes think they mean.

1. High Conviction and/or Concentrated– There is a growing body of research that supports the theory that high conviction portfolios generate higher returns. For example, a 2008 study from Harvard, the London School of Economic and Goldman Sachs found that, within U.S. Equity Mutual Funds, the highest conviction stocks outperformed the broad U.S. stock market and lower conviction stocks between 1 and 4 percent per quarter. Not too shabby. As a result, many investors like to see high conviction managers and many managers like to say they manage high conviction portfolios. But here’s a hint, it’s hard to have a portfolio of 50 high conviction positions. High conviction doesn’t just mean you LOVE your investments, it means you have fewer, larger positions, period. Which leads me to concentrated portfolios. As part and parcel of the High Conviction theme, I’ve come across an increasing number of managers who boast concentrated portfolios. Again, more than 50 positions does not a concentrated portfolio make. Take Warren Buffett for example. He usually has about 10 names in his book. Those keeping track, that’s conviction and concentration.
   
2. Unicorn – Merriam Webster defines a unicorn as “a mythical animal generally depicted with the body and head of a horse, the hind legs of a stag, the tail of a lion, and a single horn in the middle of the forehead.” The fact that it’s mythical means that the average Joe isn’t going to find a unicorn on his back porch eating the cat’s food anytime soon. In investing, a unicorn is a private company valued at $1 billion or more. As of March 2015, there were more than 80 unicorns according to CB Research, or just under the number from the prior three years combined. There are animals on the endangered species list with less population density. Perhaps we need a new term.
   
3. Emerging Manager – If you have a billion in AUM, and you’re not women, minority, or veteran owned, you are not an emerging manager. If you have $500 million in AUM, and you’re not women, minority, or veteran owned, you are not an emerging manager. If you have $250 million in AUM, and you’re not women, minority, or veteran owned, you are on the cusp (the top end) of being an emerging manager. If you are on Fund III, IV or V, and you’re not women, minority, or veteran owned, you are not an emerging manager.
   
4. Poor Performance – Underperforming an arbitrary and/or unrelated index is not an appropriate measure of performance. For example, comparing credit investments to the S&P 500. Comparing long-short equity investments to long only managers or long-only indexes. Determining whether something is good or bad relative to something else requires that the things being compared be largely similar to begin with.
   
5. Bottoms Up – “Bottoms up!” is a toast. Bottom-up is a way of analyzing information during the research process.

Seeing and hearing these terms misused in the investment industry makes my left eye twitch. Help save me from a lifetime of folks asking “Are you looking at me?” and start using these frequent used, but often abused, terms correctly.

Sources: http://www.globaleconomicandinvestmentanalytics.com/archiveslist/articles/499-the-case-for-high-conviction-investing.html, Merriam Webster, CB Insights

Investment Professional Fact & Fiction: The Business Trip

It’s funny, but I have a lot of conversations about all the travel I, and my fellow investment professionals, do in the course of our daily lives. For some reason, telling people that you “have” to go to New York, Los Angeles, Hong Kong, London, Paris, Monaco or some other “sexeh” locale puts all sorts of weird ideas into people’s heads. It’s like they think business travel turns you into P-Diddy or something. You’re big pimpin’ and you spend the cheese because you go to New York and stay at the W Hotel in Times Square for a night (Starwood whore!).

So, for those of you who wonder what all us lonely travelers do when we’re out on the road, I thought I’d sum it up for you. If either scenario sounds familiar to you, sound off in the comments section.

How Folks Picture My Business Trips

My (first class) flight leaves at a completely reasonable daylight hour. I was able to pack during work hours and therefore had no encroachment upon my “personal life.”

I arrive at the airport and whisk through security ‘cos, you know, frequent flyer street cred.

I board the plane and drink champagne or my alcoholic beverage of choice all the way to my destination, where I am picked up by a helicopter or limousine and deposited at my uber-chic hotel.

My first meeting is always a lunch meeting, which is somewhere swanky and leather and where martinis are swilled until it’s time for my next meeting, which, curiously, is also over drinks.

After that meeting I return to the hotel to return a few calls. Or nap. Or get a massage. You know…”work.” Maybe I even take time to sightsee or catch a show.

My dinner meeting is always somewhere fabulous that the average mortal can’t get into and where my meal costs more than a mortgage payment.

Everyone then adjourns somewhere similarly hip/swanky (depending on the friend) and then finally return to the hotel around midnight.

The next morning starts no earlier than a brunch meeting before I head to the world’s largest board room to make a presentation about how everyone secretly makes money but doesn’t tell “the little people” about it.

I then go to another lunch meeting, knock back a couple of drinks before collecting checks totaling eleventy-million dollars and boarding my (first class) flight home, having skipped security entirely because, let’s face it, I’m me.

How My Business Trips Actually Go

I almost never get a flight that leaves when it’s daylight. Whether that means I get up at the absolute crack of dawn or whether that means I schlep my bags to the office and work all day before racing to the airport to catch a flight that night, I rarely see the outside of an airport while the sun shines.

The whole time I’m en route to the airport, I am checking to see where I am on the upgrade list. However many first class seats are left, there is at least a 50% chance that I am that number plus one.

I do have TSA Pre-Check, but I seem to have a high “hit rate” for random extra screening. So I get often get felt up before boarding the plane. And it’s Nashville, so there’s often someone with a gun in the pre-check line. After security I rush to take my seat and put my earphones in (and/or feign sleep) before my seatmate can strike up a conversation about insurance, actuarial work, healthcare or some other topic I could care less about.

I arrive at my destination city and get in a cab. It usually smells like Fritos. Unless it’s been raining in which case it smells like O that didn’t stay with the B. And Fritos. (C’mon y’all, that helicopter thing was like TWO TIMES and it only happens for GAIM Monaco).

I drop by the hotel (which is either corporate or points-grabbing approved), but my room isn’t ready because it’s still WAY early to check in. I store my bags and run to my first meeting.

(Full disclosure: Sometimes I check in so late that the only rooms left are “accessible”, so I get to hang my clothes 3 feet off the floor…almost equally fun).

I generally have meeting scheduled back to back. A full day will have no fewer than 5 meetings, which is just doable if you don't have more than 30 minutes travel time in between each. My last meeting of the day may include a glass of wine, but otherwise, weirdly, there is no adult refreshment during the course of my day. 50% of the time I have a dinner to go to, and 50% I have a date with room service while I work on all the stuff that didn’t get done while I was flying around like a buzz saw all day.

At some point, either really late at night or super early the next morning, someone calls who has forgotten I’m in another time zone. I tell them it’s fine while wiping sleep out of my eyes and firing up my computer. Hint: I sound unusually perky when you wake me up.

The next day starts with breakfast at 8:00 where one or both people don’t really get to eat because they are trying to do work during the meal. I generally check out of the hotel before this meeting so I’m essentially homeless from now on, and schedule meetings back to back until I get back into a Frito-esque cab to return to the airport.

Flights home seem to have some sort of karma attached that makes them more likely to be delayed. I hang out in the Admiral’s Club doing work that I didn’t get done during the day and listening to other business people talk too loudly into their phones. I eat too many pieces of square cheese and brownie bites.

I finally get home (after dark) and go to bed. The next workday happens 8 hours or less later.

The moral of the story: Business travel? Super sexy. Sorry to spoil your fantasy. 

Labor Day Hiatus 2015

It's kind of weird, you have to admit, that we don't work on a day called Labor Day. But, hey, I'm not one to buck this particular tradition, so there's no blog today.

I'll be back next week with new content, but in the meantime, enjoy the last official day of summer. Have some hot dogs and burgers and raise a glass or keg to one of your favorite alternative investment industry bloggers, even it it's not me. :) 

Crisis Communication for Investment Managers

Crisis communications isn't something most money managers practice very often. Well, I guess if they did, they probably wouldn't continue to manage money very long. But last week's market volatility was a great crisis communication "pop quiz" for investment managers. In case you failed the test, or if you just want to boost your score with investors, here are some tips for effectively communicating with investors and prospects during a crisis, whether it's market-driven or created by personnel, regulatory bodies, service providers, or litigation. Communicating effectively during a crisis can make or break a business, so study up and ace the next test.

(C) MJ Alternative Investment Research

The Love of the (Returns) Chase

Managed Futures/Macro funds reported investor outflows throughout 2014, ending the year down $35.06 billion and $19.13 billion, respectively. So, clearly the performance of these funds must have been sucked big time, right?

Yeah, um, not so fast.

On January 8, HFR reported that Macro/CTA funds had posted their 8th gain in 9 months, ending the year beating all other hedge fund strategies. In fact, they were one of the top performing strategies in the first quarter of the 2015, too.

And just like that, the chase was on. eVestment reported that Managed Futures and Macro hedge funds gained $14.18 billion and $4.01 billion in AUM, respectively, during the first half of 2015.

Ah! We fickle investors! Pretty soon we’ll probably just have a Tinder app for hedge funds and skip due diligence and asset allocation all together. The app will display only past performance and allocate straight into the limited partnership from your bank account. I smell a unicorn.

Swipe right if you agree.

(c) MJ Alternative Investment Research

It seems to be human nature to chase performance. Whether it’s due to overconfidence, miscalibration, Dunning-Kruger, familiarity, the disposition effect or simple greed and fear, we appear to be hard wired to make decisions based on past performance. Even if we know that PAST PERFORMANCE IS NOT NECESSARILY INDICATIVE OF FUTURE RESULTS - or, as I like to put it, you ain’t gonna get what they got, you’re gonna get what you get. Unfortunately, the SEC isn’t keen on my translation, yet.

Now, don’t get me wrong. I loves loves loves a CTA/Macro fund. I wrote a paper when I was at Barclays showcasing the reasons why diversifying strategies such as these deserve permanent placement in a portfolio (and 2014 plus the last three days kinda proved my point), so it’s not that I’m anti-quant, systematic, macro, trend followers or anything else. And frankly, given the way the market has behaved over the last several days, this may be one of the few times when return chasing may actually work for investors.

Regardless of my personal biases and whether we’re about to enter the next great Stockapalypse, I do think it’s a good time to remind everyone that performance chasing is generally not a great strategy for great returns.

First off, all investors, no matter how large a pool of capital they command, are resource constrained to some extent. The amount of staff they have available for investment due diligence, operational due diligence and ongoing monitoring tends to be fairly finite. When you chase returns, you generally have to transfer resources from what one would assume is a rational investment plan to what amounts to a fire drill. At the end of the day, this can make your long-term investments suffer in favor of short-term (potential) gains.

And perhaps more importantly, return chasing simply doesn’t work. Studies of both retail and institutional investors show that fired fund managers often go on to outperform their replacements. In one Vanguard study, the average outperformance of a buy and hold investor versus performance chasers was 2.8 percentage points. In another (S&P/Dow Jones) study of U.S. equity mutual funds, past performance was not a predictor of future results 96.22% of the time.

In the alternative investment space, if you look at HFR’s Winner’s and Losers chart (you know, that colorful quilt like chart they produce annually) from year to year, it is rare to find a strategy in favor for more than 24 months at a time. Last year, it was CTA/Macro, the prior two years it was the S&P 500. 2011 saw Barclays Gov’t Credit in the lead. In 2010 the S&P 500 emerged victorious again. 2009 saw relative value – convertible win the race. 2008 was another win for Barclays. In 2007, it was emerging markets funds. In fact, Macro/Futures funds were in the bottom two strategies in 2012 and 2013 before topping everything else in 2014.

Let’s face it, past performance is not your friend, it’s your frenemy.

There are a lot of ways to make investment decisions that don't rely solely, or even primarily, on past performance of a particular fund or strategy. The outlook for the strategy, the qualifications of the manager, your own risk-reward mandate and parameters as well as a holistic portfolio plan can all be great guideposts during the investment selection process. 

Hell, you might even take a (gasp!) contrarian approach. 

I was speaking with an investor on Monday morning when the Dow was down about 1,000 points at open. While lamenting the loss, they also stated “well, at least it’s a good buying opportunity.” Those words made me want to do a little dance, make a little love, and get down on a Monday night (uh uh, uh uh). After all, our mantra is still buy low, sell high, not the other way around.

Oh, and PS - So proud I made it through that entire blog without an "I told you so" moment. Oops. Damn. 

Sources: HFR, S&P Dow Jones, Vanguard, eVestment

People Call Me A Skeptic (But I Don’t Believe Them)

I’m a data nerd. I know it. You know it. It’s not like it’s a big secret. My name is Meredith Jones, and I let my geek flag fly.

So it’s no wonder that my nerdy spidey senses tingled late last week and early this week with the release of two new hedge fund studies. The first was eVestment Alliance’s look at small and young funds - version 2.0 of the emerging manager study I first launched at PerTrac in 2006. The second study, authored by hedge fund academic heavy weights Andrew Lo, Peter Lee and Mila Getmansky, looks at the impact of various database biases on aggregate hedge fund performance.

Neither paint a particularly bright picture of the overall hedge fund landscape.

So why aren’t I, Certified Data Nerd and long-time research of hedge funds, rolling around on the floor in piles of printed copies of each study right now? Because, in addition to being a total geek when it comes to a good pile of data, I’m also a big ol’ skeptic, and never moreso than when it comes to hedge fund data.

Here’s the thing, y’all. Hedge fund data is dirty. Actually, maybe even make that filthy. It's "make my momma  want to slap me" dirty. Which is why it is critical to understand exactly what it is you may be looking at before jumping to any portfolio-altering conclusions. Some considerations:

One of the reasons I imagine Lo et al undertook their latest study was to show just how dirty hedge fund data is. They looked at backfill bias and survivor bias primarily, within the Lipper Tass database specifically. Their conclusion? When you adjust for both biases, the annualized mean return of hedge funds goes from 12.6% to 6.3%.

Ouch.

However, let’s consider the following:

No hedge fund database contains the entirety of the hedge fund universe. A 2010, comprehensive study of the hedge fund universe (again, that I completed for PerTrac) showed that 18,450 funds reported performance in 2009. Generally speaking, hedge fund databases cover roughly 7,500 or fewer “live” hedge funds. So, no matter what database you use, there is sample bias from the get go.

And while backfill bias and survivor bias do exist, so does participation bias.

Because a fund’s main motivation to participate in a hedge fund database is marketing, if a fund does particularly poorly (survivor bias) or particularly well (participation bias) it may stop reporting or it may never report. For example, of the top ten funds identified by Barron’s in 2014, three don’t report to Lipper Tass, two are listed as dead, two more aren’t reporting current data and three do report and are current. This could be sample bias or it could be participation bias. Hell, I suppose it could be survivor bias in some way. In any case, it does show that performance gleaned from hedge fund databases could be artificially low, not just artificially high.

As for emerging manager studies – they run into a totally different bias – one I’ll call barbell bias.

Unfortunately, due to wildly unbalanced asset flows over the last five years towards large funds, 85% of all hedge funds now manage less than $250 million. More than 50% of funds manage less than $100 million. Indeed, the hedge fund industry looks a little bit like this:

Some of you may remember my “Fun With Dots” blog from a few months ago. Using that same concept (each dot represents a hedge fund, each block has 100 dots and each line 1,000 dots, for a total of 10,000 dots, or funds) the Emerging vs. Emerged universe looks like this: 

(c) MJ Alts

What’s interesting about this is, at least mathematically speaking, every fund in the large and mid sized category could have been outperformed by a smaller fund counterpart, but because of the muting effect that comes from having such a large bucket of small funds, the small fund category could still underperform.

Now, of course, I still found both studies to be wildly interesting and I recommend reading both. Again: Nerd. I also know that people have poked at my studies over the years as well, which, frankly, they should. Part of the joy of being a research nerd is having to defend your methodology. In addition, most people do the best they can with the data they’ve got, but it’s not for nothing that Mark Twain stated there are “Lies, damn lies and statistics."

What I am saying is this: Take all studies with a grain of salt. Yes, even mine. 

In hedge funds - perhaps more than anywhere else, your mileage may vary. You may have small funds that kicked the pants off of every large fund out there. Your large funds may have outperformed your emerging portfolio. You may have gotten closer to 12% than 6% across your hedge fund universe (or vice versa). Part of the performance divergence may come from the fact that it’s hard to even know what the MPG estimates should be in the first place, which is why it’s critical to come up with your own return targets and expectations and measure funds against those indicators and not industry “standards.” 

Sources: Barron's, CNBC, Bloomberg, LipperTass, MJ Alts, PerTrac, eVestment Alliance

(Humorous) Perspective on the Due Diligence Process

After spending some quality time with managers and investors recently, I've come to realize that, while they have a lot of respect for one another, they also have a lot of frustration with one another's due diligence processes. Here's their thoughts about each other's due diligence in a (somewhat sarcastic) nutshell. 

Tongue in cheek? Perhaps. But I think there's more than a little truth in those cartoons. 

Maybe we should try to agree to exercise a little more peace, love and understanding about what drives the due diligence process from both sides of the fence. For managers, efficiently (if not perfectly) responding to every investor and due diligence request is paramount, since asset flows for most managers are tight. For investors, who are also resource constrained, eliminating managers quickly that won't 'make the cut' is key, while fiduciary responsibility and headline risk contributes to a high stakes process. I think both sides agree the process is far from perfect, but perhaps there are ways to tweak the process, rather than see the other side as an adversary.

The Wrong Barn Door?

Every Thursday there is a crisis at my house. A big one. It involves Hollywood movie scale running, hiding and yelling. The best FX team has nothing on the Matrix-like special effects that go on Chez MJ. And I can always tell the crisis is starting when I see this:

Yes, my Thursday Crisis is the Invasion of the House Cleaners. It’s scary stuff because, you know, vacuums and rags and spray bottles (oh my!).

How my cats learned to anticipate the Thursday Crisis is beyond me. I suppose there are subtle clues. I get up a little earlier to pick up and unload the dishwasher. (No judgment! I bet if I did a scientific poll about people who clean before their maids arrive the results would show I’m in the majority). I make a least one trip to the laundry room to grab clean sheets and towels. Whatever it may be, Spike and Tyrone have learned to watch for Thursdays with the diligence of Jack Nicolson guarding us against Cuban communism in A Few Good Men (“You can’t handle the vacuum!”).

For the rest of us, watching for the next financial crisis is a bit more nuanced. Last week, for example, I read two articles that made me wonder if we even understand what a crisis is, or if we all believe financial panic is as predictable as my housecleaners’ arrival.

The first article looked at the state of venture capital in the U.S. New figures, released by PriceWaterhouseCoopers and the National Venture Capital Association showed that venture capital investments in companies reached $17.5 during the second quarter of 2015, their highest totals since 2000. However, the article argued that, given that the total projected investment for 2015 (more than $49 billion) was less than the total amount invested in 2000 ($144 billion) and that the number of deals is lower as well, it couldn’t be another tech wreck-venture capital bubble in the making.

The second article looked at the risk precision of Form PF – a document introduced post-2008 to better understand and measure the risks created by hedge funds. The article cited two instances where hedge funds had proven their ability to destabilize economies: George Soros’ attack on the GBP in 1992 and Long Term Capital Management, the first "too big to fail", in 1998. Given that the hedge fund industry is now much larger than it was during those two “crisis”, it of course stands to reason that the risks created by hedge funds are now exponentially greater as well.

Or are they? 

Both articles were extremely interesting and presented compelling facts and figures, but they also were intriguing in that both seemed to assume that, at least in part, we experience the same crisis repeatedly. That perhaps we have a financial boogeyman waiting outside of the New York Stock Exchange every Thursday, much like my housecleaners.

But the reality is, a crisis is often a crisis precisely because we don’t see it coming. Each meltdown looks different, however subtly, from the one that went before. Which begs two questions:

1. Are we always slamming the barn door after the horses are gone?
2. And going forward, are we even worried about the right barn door?

Let’s look at a few financial meltdowns as examples.

1987 – Largely blamed on program trading by large institutions attempting to hedge portfolio risk.

1990s – Real estate crisis caused by market oversupply.

1998 – Asian markets (1997) plus Russia plus Long Term Capital Management– a hedge fund leveraged out the ying yang (technical term).

2000-2002 – The tech wreck. Could be blamed on “irrational exuberance”, changes to tax code that favored stocks with no dividends, or excessive investment in companies with no earnings (or products in some cases).

2008 – Credit meltdown created largely by overleveraged consumers and financial institutions.  Real estate crisis created by demand (not supply).

2011 – Sovereign credit issues, not a total meltdown obviously, but noticeable, particularly in many credit markets.

While these are gross oversimplifications of each period, it does show a clear pattern that, well, there ain’t much of a clear pattern. Bubbles happen largely due to macro-economic investor psychology. Everyone jumps on the same bandwagon, and then decides to jump off at roughly the same point. Think of it as Groupthink on a fiscal level. It isn’t easy to break away from Groupthink and it’s often even harder to spot, given that we’re often part of the group when the bubble is building.

So what’s the point of this little rant? Do I think we’re at a new venture capital bubble? I don’t know. The market has changed dramatically since 2000 – crowdfunding, Unicorn Watch 2015, lower costs for startups, and shows like “Shark Tank” are all evidence of that, in my opinion. And are hedge funds creating systemic risk in the financial markets? I don’t know the answer to that question either, but ETFs have now eclipsed hedge funds in size and robo investors are gaining ground faster than you can say “Terminator,” and LTCM was nearly 20 years ago, so it seems unlikely that hedge funds are the sole weak spot in the markets.

I guess I said all that to say simply this: If we spend too much time trying to guard ourselves against the problems we’ve already experienced, we’re unlikely to even notice the new danger we may be facing. If my cats only worry about Thursdays, what happens if the plumber shows up on Tuesday? Panic. If you drive forward while looking behind you, what generally happens? Crash.

MJ Blog RSS

Sources: http://www.entrepreneur.com/article/248784, http://www.ibtimes.com/hedge-fund-risks-may-be-bigger-regulators-know-despite-dodd-frank-2033322

The Evolution of a Female Fund Manager

It's time for another jaunty infographic blog this week! This time we're looking at the sometimes rocky road from childhood to female fund manager. The excellent news? Parents, educators and employers can all help remove hurdles by being aware of these obstacles and taking small steps to level the playing field, and understanding and encouraging behavioral diversity in investment management. 

(C) MJ Alternative Investment Research

Trust Me, I’m a Portfolio Manager!

Last week’s post on the softer side of investing garnered a question from an intrepid reader:

Just how does a manager go about building trust and a personal relationship with investors and prospects?

Excellent question, and since I regularly offer unsolicited advice on how to further capital raising efforts, one on which I am more than happy to opine. So with very little ado, here are MJ’s Top Ten Ways To Build Better Relationships With Investors and Prospects. While this list isn’t quite as funny as the Top 10 Bad Names for Businesses (http://www.ultimatetop10s.com/top-10-bad-names-businesses/), it may just save you from closing your fund to become the next franchisee for this business. 

http://www.ultimatetop10s.com/top-10-bad-names-businesses/

Top Ten Ways To Build Better Relationships With Investors and Prospects

1. Have conversations, not monologues. When you walk in to give an initial pitch or a portfolio update do you spend the majority of the time giving your spiel? Do you doggedly march through your pitch book? How much time passes before you ask your audience a question? Before you launch into your pitching soliloquy, ask your audience some questions about themselves, their portfolio and their investment goals. Pause on your table of contents and ask, “Here’s what I would like to cover today, what would you like to spend the most/least time on? Are there other topics you’d like to address?” Take notes, plan your time accordingly, and instead of taking your audience on a PowerPoint Trail of Tears, tailor the time you have for maximum & (most importantly) mutual productivity.
2. Always tell the truth, even if the answer is “I don’t know.” This goes for you and your entire staff. I can’t tell you the number of times I’ve gotten one answer from a marketing/cap intro source and a different answer from a portfolio manager. Always remember: “I’ll get back to you on that.” is a perfectly acceptable reply.
3. Put information about your staff and other support personnel in your pitch book and DDQ. We all remember the phrase “Two guys and a Bloomberg” from the good/bad old days of investing. Well, my friends, those day are gone (if they ever existed). No portfolio manager is an island and, whatever your stud duck fantasies may be, it takes more than one person to manage money. Not including the firm’s staff in a pitch book (including outsourced services) creates two problems for investors. A) They have to ask how tasks get done, which an investor shouldn’t have to wonder and B) it may make them think that the manager does not value their staff. Employee turnover, particularly in CFO, CCO, COO, key analyst and other functions, can be almost as devastating to a fund as manager turnover, so I worry both about hubris and employee satisfaction when I don’t see a pretty little org chart. With names.
4. Talk about your background, but then, um, stop talking. I have met with managers who spent an entire meeting taking me on what seemed like a minute-by-minute tour of their professional bio. And don’t get me wrong: I care. I just don’t care that much. I can read your bio. I need to know what you see as the key inflection points and the highlights of why your background qualifies you to run the fund. I do not need an hour-long history lesson that starts off a la Steve Martin in The Jerk.
5. Call before bad news arrives… A fund of funds manager friend of mine has one cardinal rule: Call me before you end up in the Wall Street Journal. I would add to that: Call me before a large, out of character loss. Call me when your entire market segment is blowing up. Call me if one of your peers is having public valuation issues and tell me why you’re not and won’t. Give your investors and prospects a heads up and they will come to trust you more.
6.  …but don’t only call for bad news. If you only call when things are bad, investors develop a Pavlovian response to your phone calls. Call with good news once in a while (e.g. a really good month, a terrific new hire, a great new investor, you’re going to be on CNBC…).
7. Talk about what you’ve learned and how you learned it. One of the things many investors want to know about a money manager is what they’ve learned and that they are capable of continued learning. If a particular drawdown or market scare made you change your strategy or thinking about certain scenarios, that’s great to talk about. A long time ago, a prior firm had an investment with a manager that experienced significant losses during a market meltdown. When we sat with him to discuss the portfolio, he talked about that period and said that if he had it to do over again, he would sell off the book and start over. When the markets went into the pooper (technical term) in 2000, the manager did just that. He was able to avert large losses, he showed that he could learn, and he gained additional trust because he did what he said he would do, all in one fell swoop.
8.  Let people know what scares the pants off of you from a market or investment perspective. In 1999, I met with a famous money management firm to evaluate one of their funds for investment. I asked them about their worst market scenario and how they would react. They said that they couldn’t imagine a scenario where they wouldn’t see what was coming and get out of the way well in advance. Less than six months later they lost over 20% in one month. So much for that legendary foresight, eh? Every manager will lose money. Being honest about when and how a fund can lose money and how you plan to react lets your investors sleep better at night.
9. Don’t hide behind jargon, buzzwords, or opaque language. At a “speed dating” capital introduction event many years ago, a frantic event organizer begged me to go into the room with a fund manager who was, um, lonely. It seems investors came to his sessions but quickly received urgent calls or emails and had to depart. I attended his session and quickly learned why. The manager didn’t want people to figure out his “secret sauce” so he talked in the most pompous, jargon-filled manner imaginable. I wanted to shank myself with my coffee stirrer within 15 minutes. Hiding behind big words, complex math and opaque terms doesn’t make a manager sound smarter. It makes them sound scarier and riskier. It means investors have to ask questions that make them feel stupid. Word to the wise: When you make people feel dumb, they seldom give you money.
10. Know your client.  This goes beyond the B/D definition and fun compliance videos we've all had to watch and hits on a personal level. To the extent possible, make an effort to know key facts about every client. Where do they live? Are they married? Do they have kids? What do they like to do when they aren’t asking you every question on the AIMA DDQ? Being able to have an actual personal discussion moves your relationship out of simple transactions. Don’t underestimate the power of the personal connection. 

Investing in Portfolios, Performance & People

I realized I was getting a bit long in the investment industry tooth the other day when I actually started a sentence with “Back in my day…” In fact, all I needed was a cane and the ability to shoo kids out of my front yard for a full flashback to the crotchety down-the-street neighbor from my youth.

What aroused this fit of curmudgeonly angst, you may ask? Well, sad to say it was a pitch book.

Many of you know that I spend an inordinate amount of time looking at pitch books. I’ve seen long ones and short ones. Blue, black and green ones. Stapled, bound, slick, fancy or plain, I’ve seen so many pitch books my retinas have paper cuts.

Recently, while looking through a stack of pitch books I noticed a disturbing trend.

Title Page

*flip*

Tiny Print Disclaimers No One Reads

*flip*

Table of Contents

*flip*

Fund Highlights

*flip*

Performance

*flip*

Investment Process

*flip*

Portfolio Construction…

*flip*

Wait. Something is missing. *flip* *flip* *flip*

Hmmmm…*flip* *flip* *flip* *flip*

Oh wait….HERE it is…Firm and Manager Information. At the end? You betcha. Sometimes it was even in the appendix.

Look, don’t get me wrong - I recognize that investors are laser focused on returns. With all the underfunding and under-saving and underperforming, I get it. Returns matter. But they aren’t (or shouldn’t be) the only factor in the investment decision-making process.

Back in my day…

When I started investing in the late 1990s, we had a slightly different modus operandi for choosing hedge funds. Sure, we screened for alternative investment options based on returns (where available), but we didn’t get a lot of elaborate pitch books. Often all we got was a PPM, a conversation and, if we were lucky, some sort of beverage during our meeting. There wasn’t necessarily a formal “pitch” and the meetings generally entailed a lot of Q&A. My write-ups for the rest of the investment committee weren’t limited to number of positions, leverage, and service providers (although those were certainly important), but also included my general impressions of the manager and staff.

After all, we were placing money in a fund, but we were actually entrusting it to a person. And while it’s nice to think about percent returns, alpha, beta and the whole carful of Greeks, the decision of whether we were interested in a fund couldn’t be isolated from how we felt about the people to whom wrote that big freakin’ check.  (Ok, it was a wire, I’m not THAT old).

Unfortunately, I think relationships and trust can get lost in DDQs, tear sheets, check boxes and stress tests, and the proof is in the pitch book pudding. Managers are eschewing bios, org charts, firm details and even grim, blank wall mug shots for pages and pages of data.

And even though my first question has always been “can this person manage money?” it has always been followed by “and can I trust them to do so?”

I mean, you can't just divorce the process & performance from the person. Even in the most quantitative strategies, with the most robust black box systems or rigorous analysis ,a person is at the helm, programming risk levels, making assumptions about the markets and investments & deciding who to trust with that information. In short, people matter & you should know & understand those people as well as you understand the strategy. 

Think of it this way, if you trust your fund managers you sleep better at night. Combined with robust operational controls, you don’t worry that the manager may be running off to Key West to follow Jimmy Buffet with your money and a Coral Reefer tee-shirt. You also communicate better. Chances are the fund manager will engage with you more, and in a more open fashion. Simply put, the relationship and trust you mutually establish makes it easier to keep your mind on your money and your money on your fund managers’ mind. And of course, volatility is easier to stomach. In times of market or strategy volatility, you’re less likely to second guess or panic. If you trust the manager is executing the strategy you hired them to do, and you believe the market opportunity continues to exist, you can handle a loss.

If you think the manager is a lunatic, an a-hole, a loose cannon or in any way resembles Leonardo Dicaprio from Wolf of Wall Street in any way, none of that is possible.

Now, don’t get me wrong – I am not anti-research. Anyone who knows me (or even knows of me) understands that I let my Geek Flag fly. I also am familiar with the growing body of research that shows we have a tendency to make bad decisions when we rely only on our intuition. I’m also not anti-pitch book – I think a great pitch book helps before, during and after a meeting. But I do think we could all use a little reminder that, at the end of the day, we’re investing in people, and those people can ultimately make or break our investment experience.

So managers, put on a clean tie and go stand in front of your conference room wall, get your school picture taken and put it, and information about you and your staff, in your pitch book BEFORE you go too far down the strategy rabbit hole. And investors, look up from the checklist from time to time and think about whether you like, trust and can talk to your fund manager – you’ll both be glad you did.

And Nothing But The Truth

I took the 4th of July weekend off to experience some fireworks and generally laze about celebrating the birth of our country. In lieu of a fresh blog this week, and if you find yourself missing your weekly dose of snarky research, I invite you to watch the full Hedge Fund Truth Video Blog Series. 

If you're curious about the truth behind hedge fund failures, correlations and performance, what it's like to start a hedge fund, why all hedge fund managers are crooks (Hint: they aren't), or why there's no one-size-fits-all option in hedge fund fees, or if you just want to enjoy my southern drawl for a bit, you can spend a good 35 minutes watching one of the seven, short Hedge Fund Truth videos below. 

See y'all next week!

Recent asset flow patterns and fund closures reveal that small (and new) hedge funds may be on the endangered species list. Recent data shows that funds need at least $250 million to break even, and even that may not be enough to successfully run a business. But if small hedge funds go the way of the dinosaur, what happens to structural alpha? Will niche investments, club deals and micro-caps be permanently overlooked? Where will investors look for outsized returns and differentiated portfolios? #saveemergingmanagers!

Weekly blog post from www.aboutmjones.com. This blog deals with the reasons hedge funds fail, and the differences between closing and failing.

This weekly blog posting from MJ Alts looks at the facts and fiction around hedge fund performance. It attempts to discover if hedge hedge funds are for more than just suckers. www.aboutmjones.com.

The wintry weather of the last several weeks has left me particularly punchy and bored, which of course means I had ample time to create yet another animated video blog for my series "The Hedge Fund Truth." This week it is time for managers (and potential managers) to hear what may be some painful truths about launching and running a small hedge fund. In recent years, it seems new funds have been met with a collective "Meh" from the investor marketplace. As we saw in last week's blog, roughly 90% (or more) allocations continue to flow to large, established firms. So what does it take to launch a hedge fund, or any new alternative investment fund, for that matter? Are there non-negotiable keys to success? How should a new manager approach fund raising? Is seeding an option? Should I wait for a big seed investment to come through? This video attempts to answer some of those key questions. For more about alternative investments, including blogs and videos, visit www.aboutmjones.com or follow me on Twitter @MJ_Meredith_J.

Yes, it's time for yet another blog in the Hedge Fund Truth Series. Lately, it seems that an incredible amount of ire has been directed at hedge funds, fueled by four primary beliefs about the industry. While I've blogged about each separately, I thought it would be a good idea to address all four statements in a simple, 6 minute blog to separate fact from fiction. Is hedge fund performance terrible? Do hedge fund managers work? Why are you paying more taxes than your friendly neighborhood hedge fund manager? And what's with the billion dollar salaries anyway? Oh, and I threw in a couple of hedge fund "Mean Tweets" for good measure. Obviously, there's more to each of these topics than I could possibly fit into 6 minutes. If you want to pursue any topic further, please visit my blog archive for multiple, longer discourse on the topics. Please visit www.aboutmjones.com. Sources: AIMA, Washington Post, Forbes, Barron's, Investopedia

There are high correlations all around us. For example, there is a very high correlation between the per capital consumption of cheese and the number of people who are killed by their bedsheets each year. Hedge funds currently have historically high correlations to the indices. Is this a tragedy waiting to happen? If you like the wacky correlations used in the video, please visit Spurious Correlations at http://www.tylervigen.com.

Thinking about a hedge fund investment? Concerned about high fees? Before you request a fee reduction, consider that there isn't a "one size fits all" approach to fee structures. Fee reductions for smaller funds may introduce significant business risks and create counterproductive incentives. Fee reductions for larger funds may be desirable and more sustainable, but are also likely to be in shorter supply. In short, investors AND managers should weigh the costs and benefits of slashing fees before they get themselves into an investing pickle. For more blogs visit www.aboutmjones.com

Hedge Fund Truth Series: Hedge Fund Fees

Thinking about a hedge fund investment? Concerned about high fees? Before you request a fee reduction, consider that there isn't a "one size fits all" approach to fee structures. Fee reductions for smaller funds may introduce significant business risks and create counterproductive incentives. Fee reductions for larger funds may be desirable and more sustainable, but are also likely to be in shorter supply and may create negative selection bias. In short, investors AND managers should weigh the costs and benefits of slashing fees before they get themselves into an investing pickle. 

Thinking about a hedge fund investment? Concerned about high fees? Before you request a fee reduction, consider that there isn't a "one size fits all" approach to fee structures. Fee reductions for smaller funds may introduce significant business risks and create counterproductive incentives. Fee reductions for larger funds may be desirable and more sustainable, but are also likely to be in shorter supply. In short, investors AND managers should weigh the costs and benefits of slashing fees before they get themselves into an investing pickle. For more blogs visit www.aboutmjones.com

Swingers And The Art of Investor Communication

For those of you that were fans of the movie Swingers you may remember this infamous scene:

“[It's 2:32am, and Mike decides to call Nikki, a girl he met just a few hours ago][Nikki's machine picks up: Hi, this is Nikki. Leave a message]

MIKE: Hi, uh, Nikki, this is Mike. I met you at the, um, at the Dresden tonight. I just called to say that I had a great time... and you should call me tomorrow, or in two days, whatever. Anyway, my number is 213-555-4679 -

[the machine beeps. Mike calls back, the machine picks up]

MIKE Hi, Nikki, this is Mike again. I just called cuz it sounded like your machine might've cut me off when I, before I finished leaving my number. Anyway, uh, and, y'know, and also, sorry to call so late, but you were still at the Dresden when I left so I knew I'd get your machine. Anyhow, uh, my number's 21 -

[the machine beeps. Mike calls back; the machine picks up again]

MIKE: 213-555-4679. That's it. I just wanna leave my number. I didn't want you to think I was weird or desperate, or... we should just hang out and see where it goes cuz it's nice and, y'know, no expectations. Ok? Thanks a lot. Bye bye.

[a few more calls. Mike walks away from the phone... then walks back and calls again; once again, the machine picks up]

NIKKI: [picks up] Mike?

MIKE: [very cheerful] Nikki? Great! Did you just walk in or were you listening all along?

NIKKI: Don't ever call me again.

[hangs up]”

Yeah, communicating with potential investors can feel a bit like that.

Lionsgate Entertainment

In fact, a few years ago I was speaking with an investor friend in Switzerland about manager communication. I asked him how much he liked to hear from his current managers and potential investments and, as was his wont, he laconically answered “Enough.”  When I pressed him a bit further, he provided a story to illustrate his point.

“There is a manager that I hear from every day it seems. Every time I open the mail or get an email or answer the phone, I know it must be them. Finally, I started marking ‘Deceased’ on everything they sent and sending it back. Eventually the communication stopped.”

Seriously, when you have to fake your own death to escape an aggressive fund marketer, they’ve probably gone just a HAIR too far, donchathink?

All kidding aside, communication (how much and how often) is a serious question, and one that I get a lot from fund managers, particularly those frustrated with a lack of progress from potential investors.

While some managers react to slow moving capital-raising cycles by reducing or ceasing all communication (bad idea!), others move too far in the other direction, potentially killing (hopefully just figuratively) their prospects with emails, letters, calls, etc.  But there is a happy medium for investor communication if you follow these simple guidelines.

Early communication – In the earliest days, just after you’ve met a new potential investor, your goals for communication are simple:

1.  Provide key information about the fund (pitch book, performance history);
   
2. Attempt to schedule a meeting (or a follow up meeting) to discuss the fund in person;
   
3. Establish what additional materials the prospect would like to see (DDQ, ongoing monthly/quarterly letters, audits, white papers, etc.)
   
4. Send those materials

Your only goal at this stage is to see if you can move the ball forward to get to a meeting or a follow up meeting. Think of it like dating. Just not like Swingers dating. You always want to try to move the ball down the field, with the realization that being overzealous is more likely to get you slobberknockered than a touchdown.

Ongoing communication – After you have established a dialog with a potential investor, you should have realized (read: ASKED) what that investor wishes to receive on an ongoing basis. You should continue sending that. In perpetuity. Unless they ask you to stop, or they literally or figuratively die. Think about how much communication that an investor receives from the 10,000 hedge funds, 2,209 private equity funds, and 200+ venture capital funds that are actively fundraising. If your fund falls completely off the radar, how likely is it than an investor will think about you down the line? Yeah, them ain’t good odds. Your ongoing communication should consist of a combination of the following:

1. Monthly performance and commentary;
   
2. White papers (educationally focused);
   
3. Invitations to webinars or investor days that you are hosting or notifications about where you will be speaking;
   
4. Email if you are going to be in the prospects’ vicinity to see if an additional meeting makes sense.
   

In addition, it is a good idea to establish an appropriate time to call during your meetings. For example, after the initial or follow up meeting, ask specifically when you should follow up via phone. And then do it – no ifs, ands or buts. Even if performance isn’t great at the moment. Even if you feel you’ve now got bigger fish to fry. Make the call. And during that call, make an appointment for another call. And so on and so on and so on.

The trick here is to keep the fund in front of a potential investor without being in their face. And to do that, you MUST ask questions and you must be prepared to hear that another call and/or meeting may not make sense at the moment. Take cues from potential investors. Trust me, they’ll appreciate you for it.

During Due Diligence – If you are lucky enough to make it to the due diligence stage, I would suggest preparing a basic package of materials that you can send to expedite the process and demonstrate a high level of professionalism.

1. AIMA approved DDQ – And don’t leave out questions. We’ve all seen these enough to know when questions have been deleted. If a question isn’t applicable put in N/A.
   
2. References
   
3. Audits (all years since inception)
   
4. Biographies of principals
   
5. Organization chart
   
6. Offering documents
   
7. Articles of incorporation
   
8. Investment management agreement
   
9. Information about outside board members
   
10. Service provider contacts
    
11. Valuation policies (if applicable)
    
12. Form ADV (I and II)
    

After The Investment – After an investor makes an investment in your fund you should stay focused on your communication strategies. Ideally, you should agree with the investor BEFORE THE WIRE ARRIVES what they wish to see (and what you can provide) on an ongoing basis. This will help avoid problems in the future. You can earn bonus points by including any ODD personnel on materials related to operational due diligence, since they don’t always get shared between IDD and ODD departments.

Also, make sure you pick up the phone when performance is particularly good OR particularly bad. Many managers will call when performance is bad for advance “damage control,” but only calling when performance is bad creates a negative Pavlovian response to caller ID.  Don’t be the fund people dread hearing from.

Hopefully these guidelines will help as you navigate the fundraising cycle. And if not, hey, Swingers quote.

Sources: IMDB.com, CNBC, NVCA

Advice to The Future Women of Finance

As my Facebook feed fills up with graduation photos this year, I’ve become a bit nostalgic for my own graduations roughly 22 and 26 years ago. (Eeek!) Chalk it up to getting older, but even my somewhat angst-ridden, John Hughes high school years are starting to look a little rosier in the rearview mirror. And so y’all can re-live those magic, AquaNet years with me, I dug up a little video footage from my 1989 high school graduation.

(c) Meredith Jones

Yes, that’s really me. And no, I didn’t know a damn thing.

I’ve been doing a lot of publicity for my book Women of The Street, and interviewers almost inevitably ask the question: “What advice do you have for women starting out in investing today?” And as I struggle to offer some morsel of wisdom, I have to wonder, knowing what I know now, what advice would I offer that big-haired girl in the blue cap & gown?

My best piece of advice to my young self is this: “Own what you know.” I don’t know everything. I’m painfully aware that that there are literally billions of people on the planet that know things I do not know and likely will never know. But as I embarked on my career in finance, and even well into my second decade in the industry, I was hesitant to be confident in what I did know and the skills I did have. I worried about being “found out.” I thought about puking into the potted palms onstage at every speaking engagement. I did not accept that maybe I knew a few things, too. Looking back, I would definitely give my younger self a dose of confidence, along with some better hair products.

Being a researcher, I decided to pose the same question to a group of women in investments in order to get more good advice for the future women of finance. I figured these money managers, marketers, service providers, investors and other industry insiders could definitely shed additional light on the topic. Their advice broadly fell into the following categories: Investigate, Take Risks, Communicate, & Advocate.

 For those women now embarking on a career in finance, or for anyone looking for good investment industry career guidance, I encourage you to embrace their advice.

Investigate

 “Trust, but verify. Always evaluate with a skeptical eye.  If it appears too good to be true, it probably is.” - Money Manager, Anonymous

"While I believe my liberal arts has served me well, I wish I had swapped out at least one post modern literary theory course for one on portfolio construction. My learning curve has been steep. Although there are many roles in the industry that don't involve investing, that first hand investment knowledge will open more doors."  - Industry Advocate, Anonymous

“I think it’s extremely important to understand the nuances between different roles and to understand what skills and strengths contribute to success for each path, and of course, where each path can take you.” - Fund Marketer, Anonymous

“I wish I knew what types of jobs were available in investment management and what the difference was between brokers, investment bankers, RIAs and private funds. It took a long time to figure this out. If I knew investment management was filled with smart, creative, fun, quirky people I would have headed here first instead of spending 5 years on Capitol Hill thinking I would be the first woman president!”  - Jody Foster, President, Symphony Consulting

"It is sometimes as important what is not said as what is said." Nancy Davis, Founder and Portfolio Manager, Quadratic Capital

“Look for opportunities to learn in every situation and assignment, no matter how mundane the task appears.” - Fund Manager, Anonymous

“Start with large companies to get great training and then think about working for yourself or at a smaller shop.” - Kelly Chesney, Co-Founder, Pluscios Management

Take Risks

 “No matter what anyone says, risk-aversion is not a positive. We are money managers. We are meant to manage risk not avoid it. Risk management and risk aversion are not equal. You cannot make dollars with out risking dollars; this is an undeniable tenet of investing. Manage, intelligently, the risk that you take but do not fail to take it.” - Katherine Chan, Partner, Anandar Capital Management

 “When you want a promotion or see the requirements for a new job, don’t wait until you can check off every last requirement to throw your hat in the ring.” - Marta Cotton, Principal, Matarin Capital Management

Communicate

“I would advise someone that spending time connecting with others (call it networking or getting to know a broader base of industry folk), even at a young age, is a personally and professionally rewarding endeavor.” - Nadine Terman, Managing Member, Solstein Capital LLC

 “Consider where others are coming from and what motivates them to behave the way they do. Human behavior is fascinating.” - Money Manager, Anonymous

“Keep your eye out for a mentor whom you trust and build that relationship, and build a broad and deep network.” - Donna Holmes, Business Development, Lizard Investors

“It’s also about WHO you know, not just what you know.  If I had to do it over, I spend more time cultivating the right friends and less time reading.” - Lisa Sergi, Partner, Deloitte

Advocate

“You have to advocate for yourself.  I used to think that good work would automatically be recognized, but learned that you need to remind people of how you've contributed.” - Jalak Jobanputra, Founding Partner, Future/Perfect Ventures

“Always aim high and believe in your own abilities. There will always be others to tell you what you can’t do, so you have to tell yourself that you can.” - Heather Brilliant, CEO, Morningstar Australasia

“Lead with your brain. The unfortunate stereotype when you are young and female in this industry sometimes goes like this: cute young girl in marketing = just another pretty face = empty between the ears. Don’t let them ascribe you to that role. Wow them with your smarts.  It’s the equivalent of walking up to a basketball court full of guys, grabbing that damn ball, and draining threes on their heads. Earn respect - then you can be as cute and sassy as you want because everyone will know behind all that ‘girl’ is one bad-ass brain.” - Stacy Havener, Founder, Havener Capital Partners

“Tell your boss how much you expect to earn. If a guy doing the same job as you is making more money than you are, it’s no one’s fault but your own. You are the only person who will watch out for you.” - Valerie Malter, Co-Founder, Matarin Capital Management

“Stand up for yourself and help others in the industry, your generosity will be returned to you in spades.” - Holmes

Parting Shots

“Know that it is sometimes a very powerful and confident thing to say ‘I don’t know’.” - Outsourced CIO, Anonymous

“Don’t worry about making money. If you’re passionate about what you do and it is consistent with your skills and abilities, someone will pay you well to do it.” – Malter

“On a more humorous note, I would reiterate the two pieces of advice given to me on my first day at Goldman Sachs-Sales & Trading.  (#1) Nobody likes a whiner.  (#2) Don’t get your meat where you get your bread. Those two rules still are valid 20 years later.” - Fund Manager, Anonymous

“Make sure you pick a supportive life partner” – Holmes or as Malter said: “If you want to have a career and a family, then deciding on the person that you marry will be the single most important decision you will ever make.”

“Don't co-mingle your money when you marry. Keep all monies separate and divide up expenses rather than combine income.” - April Rudin, Founder, The Rudin Group

"Your father will love you whatever you decide to do."  - Consultant, Anonymous

“Be nice to the assistants of the people you are trying to call on.” - Cotton

“A career path is not a straight line - seek to grow with every move.” – Chesney

“Don’t sweat that you didn’t go to the ‘right’ school or that you don’t have the ‘right’ degree. I’m an English major from Western Connecticut State University. Today, that makes me incredibly proud to say. In my early days in the industry, as peers said Harvard, Yale, Finance, Economics, I felt like I was at the wrong party. Turns out that writing and story-telling are kind of important in marketing. Also turns out that hard work and grit really do pay off. To that younger self I would say, ‘Get off the wall, flower, and dance.’” - Havener

Dance, I said. Dance!

Good luck to all graduates, and all of us still enrolled in the School of Life!