Partners Capital

“Real estate, first of all, stay away from the double promote. You don't pay a private equity firm to pay a private equity firm.”

“The next year was three billion, and we capped ourselves about one and a half billion a year until the global financial crisis.”

“The problem with them is that they have limited capacity. And as soon as I start talking about them on a podcast, then all of a sudden the alpha goes away. But in most of those categories, it has gone away unless they're in certain specialist areas.”

“The average private equity firm over the last 10 years earned 15% net. Seven and a half percent of that was from multiple expansion, which is basically referencing the public equity markets, multiples, and those companies get valued in line with those, and so …”

“The most important thing is not just how many mistakes you've made, but did you stop, analyze it, codify it, and teach it? Did you educate your team about why that was a bad idea? Why you succeeded with certain managers?”

“Almost all asset classes are included in almost all client portfolios, even the private equity GPs today. So the customization came down to really sizing of managers or simple allocation decisions, whether it's eight percent private debt versus 10% private deb…”

“Right now, we're looking at one in the energy transition space. It's all about owning brown to green. We cannot find anyone else doing it.”

“Something we definitely copied of the Yale model was that you don't give money to the big retail, publicly listed asset managers that are in the business of turning out 40 new funds every year. You went with the concentrated specialist, entrepreneurial, owner-…”

“We're always trying to make sure we're only paying performance fees on the alpha, not the beta.”

“That was a big learning, so we don't do commodities today.”

“The main impact is that we will counterbalance certain overweights that we don't want as intentional overweights. So we have to have enough liquidity in the portfolio where we can use ETFs or index funds or futures that we can offset those.”

“We'll typically meet the management team the first time. We pass in most cases, not in all cases. We've done some fund ones, but generally we say, we're going to watch you. Please hold some space for us for fund two, and we're in fund two.”

“I think invest in catastrophe insurance. You already said we're long global warming. That's what catastrophe insurance is, but global warming has always been ahead of pricing, so that was a painful experience.”

“You don't go into the board meeting to convince them that our investment performance is great. You find the area that's not great. You spend all the time on that, and you're honest about it, and you focus them on it, and you face into the unvarnished truth.”

“We do, on average, 300 to 500 hours of due diligence on the average private equity fund, for example. So later in the due diligence, we learn that, but also from references. We do a ton of reference. Typically, 20 references”

“So what do we do? We allocate it to their spinoffs. And it's mostly Citadel spinoffs. They've done very well, and they're closer to two and 20, and we get roughly 50% of the gross alpha, and we diversify.”

“When we went through the manager's performance, we realized that most of the managers had no alpha, so why would we ever hire a private bank?”

“That's the single biggest change in the endowment model is the risk management, and that's what risk management means to us.”

“We almost never invest in early stage manager without reps. So they've almost always come from another place.”

“The EROC is terrible. And another way to think about it is, of the total gross alpha, how much do they keep? It's about 80%. We get 20% of the alpha. The alpha's huge. Absolutely huge. But we could never get comfortable with only getting 20%.”

“Turns out information ratio is probably the most important metric in liquid securities or asset classes, ok?”

“So what we learned is you can create, say, with 20 managers with the right mix of strategies and a very consistent source of alpha, call it three to four percent, not big numbers, with only three percent or even two percent alpha volatility, so information rat…”

“On crypto, we have studied it. And we have come to a decision not to invest other than in blockchain venture capital.”

“We run massive regressions against their historical performance, and we attribute that performance to certain factors that we can replicate, and we create the multi-factor replication benchmark, and if they didn't beat that by a significant amount, they don't …”

“So we started with the private equity approach to public equity investing, as you'd expect us to, because that's deep Fundamental analysis, and that's the only possible explanation for how you could have security selection alpha. That worked, actually, from ab…”

“It had to be rooted in And some deep insights about each asset class, and it always started there, not with the managers.”

“We have actually a best demonstrated practices book. It's about 70 pages on post acquisition operating value added that we share with private equity managers.”

“We believe in specialization. We don't believe in the generalist model. And so that's all they do is live and breathe their asset classes.”

“We learned that there's a lot of risk other than equity beta in these portfolios, ok? China, there's geopolitical risk, and Biotech, there's basic regulatory risk, small company size risk, unprofitable or profit tomorrow company risk, and all of those are risk…”

“We found that the risk appetite of those investment committees when you're serving as a fiduciary for an institution was lower than for many of our private equity GPs.”

“When I joined partners, we rarely underwrote emerging managers. The view was our job is to take investment risk. You're also taking on a business risk when you underwrite a new manager.”

“When you're serving multiple clients, you have to make compromises on the portfolio because you can't underwrite 25 different great portfolios. You need economies of scale.”