As you gain experience it gets harder to change how you invest. How do you know whether you're adapting to a changing world or just chasing the latest fad?
Rather than looking for a eureka moment, build a mosaic of incremental insights that connect and get you to the next level.
I wrote a little case study about @B3_MillerValue, who was criticized for investing in Amazon, and his early integration of value investing and technology/internet companies.
It was a learning journey connecting different disciplines and the deep study of new business models.
He grasped that accounting failed to capture value creation for a new crop of companies: “we are interested in the underlying economic reality of the business and not how they report what is going on."
But what may seem obvious today required a departure from dogma and tribe.
We should keep that in mind when studying new ideas and business models. It can be an uncomfortable process because it requires discarding some of what passed for wisdom. And it may invite criticism or even ridicule.
And it's unlikely that we will solve the puzzle by ourselves, without connecting with new people and learning new frameworks.
Finally got around to reading the letters of Nick Sleep and Zak Zakaria's Nomad Partnership. These guys crushed the market and left behind a legacy of insights and worldly wisdom.
Going to share some favorite lessons and quotes:
Sleep was an analyst at Marathon Asset Management and Zakaria at Deutsche Bank. The two connected over finding cheap stocks after the Asian financial crisis. In 2001, they set up their own investment partnership.
They closed it after 13 years. Such a mic drop..
Intrinsic motivation.
They ran their partnership because they loved the intellectual challenge and craft, not just for money (but yes, they did earn enough to retire from performance fees). They closed the fund repeatedly and kept management fees low.
"We were voracious readers. ...every business book between 1998 and 2004. Half of it was bullshit, red herrings, endless amounts of crap. But we decided that we had to evolve into a software company.."
"We ran the business cheaply for long enough, revenue was always higher than expenses on a cash basis. This seems crazy now...
if you have technical founders, as long as your own salaries are low enough, ...you can get a wheel going.
We could afford to be a little slower."
"I always try to be very intentional with my time. Time is the one thing you can't get back. By intentional, I mean that I choose as carefully as I can where to spend my time. Everything flows from that as it creates constraints."
If you wear glasses – prescription, shades, even Facebook smart glasses – you’ve likely dealt with EssilorLuxottica.
The conglomerate was built by Leonardo Del Vecchio who rose from penniless to being the 2nd richest Italian.
His story is master class in business strategy.
After the 2018 merger of Del Vecchio’s Luxottica with the French Essilor, the company dominates global eyewear with
-140,000 employees
-€14.4bn in 2020 revenue
-11,000 stores
Brands including Ray Ban, Oakley, Oliver Peoples, and partnerships from Armani to Prada.
Del Vecchio was born in Milan in 1935. His father died when he was only five months old and his mother was forced to send him to a local orphanage at age 7.
The boy became an apprentice at a tool factory and graduated in 1958 with a degree in metal engraving.
"How I Learned to Stop Worrying and Love Big Government"
"Musallam figured out that defense contractors would be fertile buyout targets for funds willing to deal with the idiosyncrasies of government contracting."
“I and the firm maintain a very close proximity to government because government is at the forefront of all the complexities and issues that confront us”
“He has quietly built an extremely valuable business being at the intersection of government-regulated markets and technology"
“The U.S. government is the largest single investor in technology, bar none, by multiples of what the entire venture capital community invests—dozens of different federal agencies investing directly into companies,” Musallam says.