WEBVTT - Charlie Ellis on the Rules of Investing

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<v Speaker 1>M. This is Mesters in Business with very Results on

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<v Speaker 1>Bloombird Radio this week on the podcast What Can I Say?

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<v Speaker 1>Charlie Alis is a legend in the world of finance,

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<v Speaker 1>whether it was at Greenwich Associates or as chair of

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<v Speaker 1>the Yell Endowment or a board member at Vanguard, he

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<v Speaker 1>has seen pretty much everything in the world of investing.

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<v Speaker 1>His career spans the entire modern era, dating back to

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<v Speaker 1>um you know, the Paul Vulcar era, and what took

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<v Speaker 1>place during the boom periods of the eighties and nineties,

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<v Speaker 1>and how technology has changed the world of investing. He's

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<v Speaker 1>just one of these people who is so thoughtful and

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<v Speaker 1>insightful about everything. It's just always a pleasure, uh to

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<v Speaker 1>chat with him. I found our discussion to be absolutely

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<v Speaker 1>us in and I think you will also with no

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<v Speaker 1>further ado my conversation with Grantwich Associates Charlie Alis. The

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<v Speaker 1>last time we spoke, we really were talking about the

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<v Speaker 1>retiming crisis, and we spent a little bit of time

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<v Speaker 1>discussing Van Guard. But this new book is so interesting

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<v Speaker 1>and so filled with details that only an inserter can have.

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<v Speaker 1>Let's delve into it a little bit. Tell us. What

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<v Speaker 1>first led you to Vanguard? How did you get involved

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<v Speaker 1>with them? Well, it's started long time ago. Six. I

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<v Speaker 1>was working with the securities firm in New York and

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<v Speaker 1>Wellington was a client in Philadelphia, and I would go

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<v Speaker 1>down to Philadelphia meet with John, Jack Bogel and the others,

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<v Speaker 1>and I got convinced that these were very bright and

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<v Speaker 1>interesting people doing interesting things. But Old Wellington was not

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<v Speaker 1>really a great and instinct place. It was balanced portfolio.

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<v Speaker 1>The assets were going down year by year by year,

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<v Speaker 1>as people said, you know, it's just out of date.

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<v Speaker 1>I want to get a performance fund. I want to

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<v Speaker 1>beat the market. These guys will never get out of

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<v Speaker 1>the slow that they're in. Uh. But still there was

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<v Speaker 1>something special about Jack and John. So the irony of

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<v Speaker 1>that is in ninety six, hey, we were about to start,

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<v Speaker 1>you know, a long period of equity under performance. You

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<v Speaker 1>would have guessed had you known that a balanced fund

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<v Speaker 1>of stock and bond portfolio was going to do a

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<v Speaker 1>lot better than just the pure stock funds over the

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<v Speaker 1>next sixteen years. That's the way the world works. Just

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<v Speaker 1>when you least expected, something goes in a different direction.

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<v Speaker 1>I really liked the guys and and when jack said

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<v Speaker 1>he was gonna be leaving after the merger Maide in

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<v Speaker 1>Heaven with the Boston Group. Jackie, you really are stretching it.

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<v Speaker 1>This is a very unlikely proposition. You've got less than

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<v Speaker 1>thirty people working with you. You're in charge of the

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<v Speaker 1>back office activities. That's an activity you never ever personally

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<v Speaker 1>enjoyed at all. You always assigned that to somebody else.

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<v Speaker 1>And he would say to me, don't worry about it,

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<v Speaker 1>Jim Reep, he's going to take responsibility for that. I

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<v Speaker 1>don't have to do it. You're not allowed to do

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<v Speaker 1>anything in investment management, and then I allow it to

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<v Speaker 1>do anything in sales. The mutual fund business is all

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<v Speaker 1>about sales and investing. What are you gonna do? And

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<v Speaker 1>the answer was I'm going to hang in there and

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<v Speaker 1>find a way to make this thing work. And the

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<v Speaker 1>fascinating story is the argument that he concocted around indexing. First,

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<v Speaker 1>it's non investment management because hey, we're not making any decisions,

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<v Speaker 1>we're just buying all the stocks in the index. And second,

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<v Speaker 1>there's no sales. People are gonna come to us, so

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<v Speaker 1>therefore this is out out of the deal he cut

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<v Speaker 1>with the folks at Wellington right, And it was just

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<v Speaker 1>barely enough over a period of several months to convince

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<v Speaker 1>his board of directors it's okay to do that, and

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<v Speaker 1>he just kind of skated through. They barely approved it.

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<v Speaker 1>Very close run. But Zack was a very argumentative, persuasive

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<v Speaker 1>always had the facts supporting whatever case. Like a really

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<v Speaker 1>good litigating lawyer, he was always able to make his

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<v Speaker 1>own case very very very well. So let's talk about

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<v Speaker 1>that initial funds. The plan was to do an IPO

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<v Speaker 1>to raise two million dollars in new client assets for

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<v Speaker 1>the funds. How much did they end up? Actually, this

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<v Speaker 1>is the first index funds. It's a very interesting story.

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<v Speaker 1>I'm going to raise a pretty serious amount of money.

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<v Speaker 1>It was very hard to get Wall Street to agree

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<v Speaker 1>to do the underwriting, and then it was really hard

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<v Speaker 1>to get salespeople the various cities to say, yeah, I'm

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<v Speaker 1>going to pitch this to my clients. For a very

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<v Speaker 1>good reason. Everybody knew in those days the purpose of

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<v Speaker 1>investment management is to beat the market. Everybody understood that

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<v Speaker 1>was the game. So you're looking for a manager is

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<v Speaker 1>going to beat the market. Everybody talked that way, And

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<v Speaker 1>here's the guy coming along and saying, I got a

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<v Speaker 1>really good idea for you. I'm not going to beat

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<v Speaker 1>the market. Jack would have argument, well, wait a minute.

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<v Speaker 1>Of the active funds are underperforming what they said they

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<v Speaker 1>were going to do. If I meet the market, match it,

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<v Speaker 1>I'm gonna beat most of them. I'll be in the

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<v Speaker 1>top quartile as a consequence. Yeah, yeah, yeah, But Jack,

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<v Speaker 1>you're going to charge a sales load of eight percent

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<v Speaker 1>on this index fund. So people's first day or eight

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<v Speaker 1>percent behind the market, how are they ever going to

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<v Speaker 1>catch up with the market. Don't let that bothery in.

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<v Speaker 1>We're gonna we'll find a way to make it work out.

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<v Speaker 1>But that was a killer, and people look at and say,

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<v Speaker 1>straight faced, I'm not going to go to my clients

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<v Speaker 1>and say go into this investment opportunity. You're guaranteed to

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<v Speaker 1>be behind the market for the rest of the time

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<v Speaker 1>that you hold onto it. Now, some of the data

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<v Speaker 1>that Jack had showed that the active managers, all of

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<v Speaker 1>whom were high fee, not even counting the fees. After

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<v Speaker 1>a period of time, the vast majority, some nine lag

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<v Speaker 1>the market, and then once you work the fees in

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<v Speaker 1>after ten or fifteen years, they're way behind the market.

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<v Speaker 1>Why did it take so long for that concept to

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<v Speaker 1>be recognized by investors. We're all governed by our beliefs,

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<v Speaker 1>and the beliefs are much more powerful than data. And

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<v Speaker 1>as we've seen in politics, as we will see in

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<v Speaker 1>all kinds of other subject areas, what people believe is

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<v Speaker 1>what drives them to their behavior and decisions. Don't bother

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<v Speaker 1>me with the facts is a reality of human beings.

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<v Speaker 1>So if you're fact based, you've got to be prepared

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<v Speaker 1>for people to say you're crazy. That doesn't make any sense.

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<v Speaker 1>I know what's right. And when you look back in

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<v Speaker 1>the nineties, seventies and eighties, you know, we take it

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<v Speaker 1>for granted how much data is available today, how easy

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<v Speaker 1>it is for us to access historical returns for various

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<v Speaker 1>indices versus inflation, versus dividends versus everything. That technology and

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<v Speaker 1>that information wasn't all that readily available for years ago.

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<v Speaker 1>What do you mean it wasn't readily available. It wasn't

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<v Speaker 1>available period. I mean we go back a little bit

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<v Speaker 1>of personal history. I was privileged to have the responsibility

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<v Speaker 1>for representing Greenwich Associates consulting with Wall Street firms. The

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<v Speaker 1>smartest people on Wall Street in terms of picking up

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<v Speaker 1>and understanding this is really good information. I can really

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<v Speaker 1>put it to work. John Whitehead at Goldman Sachs, who

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<v Speaker 1>was unbelievably demanding and rigorous as a client, But I

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<v Speaker 1>loved working for him because he always took everything very,

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<v Speaker 1>very seriously. There's one other person, Mike Bloomberg at Solomon Brothers,

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<v Speaker 1>and Mike took the information and converted into decisions on

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<v Speaker 1>a regular basis, and it put him in a very

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<v Speaker 1>strong position competitively. But it also proved to him the

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<v Speaker 1>value of having good heart information. And you can't deny

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<v Speaker 1>anybody can have good heart information and not use it.

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<v Speaker 1>He was really good at using it, and that's characteristic

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<v Speaker 1>of why he's been so extraordinary in his successfulness years

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<v Speaker 1>and years and years later. So all of this is

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<v Speaker 1>really fascinating. What made you nineteen books in decide to say, hey,

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<v Speaker 1>you know, it's time to tell the inside story of

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<v Speaker 1>Van Guard. What led you to saying now is the

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<v Speaker 1>time I was a direct to a Vanguard. I had

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<v Speaker 1>worked with Vanguard as a strategy consultant before being a director,

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<v Speaker 1>and I was deeply convinced that this was, for almost

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<v Speaker 1>any American investor, the right way to do your investing.

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<v Speaker 1>And then it was low cost YEP, high value YEP,

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<v Speaker 1>reliably delivered in a systematic way, and that looking at

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<v Speaker 1>as a director, it seemed to me very very clear

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<v Speaker 1>that Vanguard was way underestimated by almost everybody. The clients

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<v Speaker 1>of Vanguard underestimated how good a deal they were really getting.

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<v Speaker 1>People who weren't clients of Vanguard were crazy not to

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<v Speaker 1>know what the facts were. They can make their own decision,

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<v Speaker 1>but they should know at least what the facts are.

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<v Speaker 1>Here's a better way of being able to get good

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<v Speaker 1>investment guidance and information. And as a director, I said,

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<v Speaker 1>you know, I think we really are making a big

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<v Speaker 1>mistake not to make it clear to our own people

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<v Speaker 1>how good to deal where they're getting. Yeah. Yeah, but

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<v Speaker 1>you know, everything about Vanguards an organization is modesty, and

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<v Speaker 1>particularly with Jack Brennan, who was very much Mr Modesty,

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<v Speaker 1>and it just didn't take off. And then after I

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<v Speaker 1>left the board, Jack and I were both advisors to

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<v Speaker 1>a very very large investment fund, and so it gave

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<v Speaker 1>me an opportunity to make the pitch to him one

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<v Speaker 1>more time, and he said, you know, I think you're right.

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<v Speaker 1>I think this would be good for investors. I said,

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<v Speaker 1>but Jack is going to be good for Vanguard to

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<v Speaker 1>He said, yeah, but it's really good for investors, So

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<v Speaker 1>let's go ahead. So I like the concept of Vanguard's

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<v Speaker 1>culture as unique in the world of finance, low cost,

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<v Speaker 1>high integrity. Tell us a little bit about the Vanguard culture. Well,

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<v Speaker 1>it starts with one very simple proposition. Nobody is making

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<v Speaker 1>a profit. Every other investment organization has got a problem

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<v Speaker 1>that somebody is taking money out of the pot every day,

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<v Speaker 1>every month, every year as a profit. Let's see American way.

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<v Speaker 1>It's a good incentive. Yeah, yeah, yeah, But here's a

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<v Speaker 1>group who's highly motivated, they're doing all kinds of leadership things,

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<v Speaker 1>and nobody's taken a profit. Everybody who's an investor in

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<v Speaker 1>Vanguard is an owner of Vanguard. The only owners of

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<v Speaker 1>Vanguard are the investors in Vanguard. So it's a nice,

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<v Speaker 1>tight little situation where you eat your own cooking and

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<v Speaker 1>you're doing what's really right because it's what's really right

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<v Speaker 1>for everybody. Really interesting. So, given how the world has

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<v Speaker 1>changed over the past few decades, have you noticed any

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<v Speaker 1>changes in the culture at Vanguard over that period. Honestly, no,

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<v Speaker 1>it's astonishing. It's still boy Scotts and girls Scots gathered

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<v Speaker 1>together every day to do, as they like to say,

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<v Speaker 1>to do the right thing. And that's the only metric

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<v Speaker 1>by which they make a judgment. What's the really right

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<v Speaker 1>thing to do for our investor clients, because it's their

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<v Speaker 1>shop and we're here to do the right thing for them.

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<v Speaker 1>So when we look around at the world of low

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<v Speaker 1>cost indexes, they're all pretty much the same. They're cheap,

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<v Speaker 1>they tend to hold almost identical portfolios. What makes the

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<v Speaker 1>Vanguard version of this so different? How does Vanguard brand

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<v Speaker 1>itself in what is essentially a commodity product. It's really fascinating,

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<v Speaker 1>essentially a commodity product. If you have a client, they

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<v Speaker 1>will understand the and appreciate they get good service, not

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<v Speaker 1>fabulous service, but good service at low cost on a

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<v Speaker 1>very reliable basis. And there's a group of people who

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<v Speaker 1>are working full time to protect them from anything dumb

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<v Speaker 1>or getting conned. Not bad. So let's talk about the

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<v Speaker 1>enigma that is Jack Vogel. He spent the first twenty

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<v Speaker 1>five years of his We are on the active side

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<v Speaker 1>of the street. Um, it seems like it's almost a

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<v Speaker 1>coincidence that Vanguard was even launched tell us about that.

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<v Speaker 1>There are a lot of different ways you've come at

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<v Speaker 1>the answer to your question. First, Jack engineered what was

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<v Speaker 1>supposed to be the great merger made in Heaven, combining

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<v Speaker 1>old fashioned Wellington with all of the integrity that it

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<v Speaker 1>might have had in days gone by, heavy sales load,

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<v Speaker 1>heavy on sales activities, um not so good on investing,

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<v Speaker 1>combined with the hot ticket group in Boston, and it

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<v Speaker 1>looked like that would be a winning proposition for everybody.

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<v Speaker 1>Only problem culture, personality, way of thinking, way of doing business.

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<v Speaker 1>Jack always wanted to have complete control of everything. The

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<v Speaker 1>guys that for indyke Door in Paynton and Lewis Partnership,

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<v Speaker 1>which is now the core of modern Wellington's, believed deeply

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<v Speaker 1>in a consensus development as friends talking things out, figuring

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<v Speaker 1>out together what's the best thing to do take a

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<v Speaker 1>long term point of view. The two cultures did not mix,

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<v Speaker 1>and Jack insisted on his culture being dominant because that

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<v Speaker 1>was key to his personality, and that made it worse,

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<v Speaker 1>not better. And then he insisted more on having it

0:14:32.120 --> 0:14:36.040
<v Speaker 1>his way, and that made it even worse. And so

0:14:36.200 --> 0:14:38.720
<v Speaker 1>finally they got to the point of saying, you have

0:14:38.960 --> 0:14:44.360
<v Speaker 1>to go and essentially they deposed him. They tossed out

0:14:44.400 --> 0:14:48.000
<v Speaker 1>the king, eventually winning a vote at a board level

0:14:48.720 --> 0:14:53.720
<v Speaker 1>where he was removed from Wellington the investment firm. But

0:14:54.040 --> 0:14:58.000
<v Speaker 1>Jack had a clever back door way around it. He

0:14:58.200 --> 0:15:02.160
<v Speaker 1>was still a participant and part of the board where

0:15:02.160 --> 0:15:06.800
<v Speaker 1>there were numerous independent directors, and the way the mutual

0:15:06.800 --> 0:15:11.360
<v Speaker 1>fund industry is set up, the administration of the funds

0:15:11.400 --> 0:15:14.320
<v Speaker 1>and the management of the investments are two different creatures,

0:15:14.360 --> 0:15:16.840
<v Speaker 1>so he was able to stay with the admin side.

0:15:17.000 --> 0:15:19.760
<v Speaker 1>Tell us a little bit about that. You've sent such

0:15:19.760 --> 0:15:22.080
<v Speaker 1>a nice job of summarizing it. There's almost nothing to

0:15:22.120 --> 0:15:24.320
<v Speaker 1>say other than you've got it exactly right. Oh. I

0:15:24.360 --> 0:15:28.240
<v Speaker 1>got a couple of chapters just on that. Jack Vogel

0:15:28.360 --> 0:15:31.280
<v Speaker 1>understood that the directors had certain kinds of power that

0:15:31.440 --> 0:15:34.800
<v Speaker 1>could not be taken away, and they were because of

0:15:34.880 --> 0:15:37.800
<v Speaker 1>the sec and the whole concept of regulation the mutual

0:15:37.840 --> 0:15:42.560
<v Speaker 1>fund industry representatives of the investors in the mutual funds.

0:15:43.280 --> 0:15:47.760
<v Speaker 1>That was a very strong base. And so legally the

0:15:47.880 --> 0:15:50.480
<v Speaker 1>directors were responsible for us figuring out what to do

0:15:50.520 --> 0:15:53.800
<v Speaker 1>about investing, and the directors were responsible for figuring out

0:15:53.840 --> 0:15:56.800
<v Speaker 1>what to do about sales. That's legally doesn't. It's not

0:15:56.840 --> 0:15:58.840
<v Speaker 1>the way to actually work. The way it actually worked

0:15:59.240 --> 0:16:01.400
<v Speaker 1>is the director's at exactly what they were told by

0:16:01.440 --> 0:16:04.400
<v Speaker 1>the management company, because otherwise they wouldn't get the very

0:16:04.480 --> 0:16:06.760
<v Speaker 1>nice fees that they were getting, and they wouldn't have

0:16:06.840 --> 0:16:08.960
<v Speaker 1>the privilege of coming to the meetings and so on.

0:16:10.520 --> 0:16:13.960
<v Speaker 1>All the directors were buddies of the folks running the investor.

0:16:14.040 --> 0:16:19.080
<v Speaker 1>Why else would you choose one obedient directors friends of

0:16:19.120 --> 0:16:21.400
<v Speaker 1>the firm, all that sort of stuff. It's really not

0:16:21.480 --> 0:16:26.440
<v Speaker 1>a nice part of the history. It's very different today,

0:16:26.480 --> 0:16:31.760
<v Speaker 1>but years ago, who's a different world. Uh So, Jack

0:16:31.800 --> 0:16:35.640
<v Speaker 1>had worked out that the directors would have responsibility for

0:16:35.800 --> 0:16:41.160
<v Speaker 1>making the final decision on things that were important enough

0:16:41.920 --> 0:16:45.800
<v Speaker 1>so that that's some real gravitas and some real strength.

0:16:46.880 --> 0:16:50.000
<v Speaker 1>And he had a very close relationship with several of

0:16:50.000 --> 0:16:53.840
<v Speaker 1>the directors, and several of the directors had a high

0:16:53.880 --> 0:16:57.120
<v Speaker 1>regard for Jack and some men of integrity, and so

0:16:57.280 --> 0:17:00.240
<v Speaker 1>they were very strong in support for him. Is like

0:17:00.360 --> 0:17:03.120
<v Speaker 1>Chuck Root for an example. He was the head of

0:17:03.280 --> 0:17:07.439
<v Speaker 1>T F and C, the actuarial firm, had a really

0:17:07.480 --> 0:17:13.440
<v Speaker 1>distinguished talent in the Philadelphia business community and basically thought

0:17:13.520 --> 0:17:17.879
<v Speaker 1>that Jack was a good guy with strong intentions and

0:17:18.000 --> 0:17:22.640
<v Speaker 1>maybe too strong a personality sometimes, but a good guy

0:17:22.680 --> 0:17:25.919
<v Speaker 1>for the long run, and it was clear going to

0:17:26.000 --> 0:17:29.359
<v Speaker 1>support him. And Jack had similar relationships with people who

0:17:29.359 --> 0:17:33.080
<v Speaker 1>give him support just enough so that he could get

0:17:33.080 --> 0:17:35.560
<v Speaker 1>the vote on his side for things that had to

0:17:35.600 --> 0:17:39.720
<v Speaker 1>do with the administration. Interesting phenomenon. One of the guys

0:17:39.760 --> 0:17:42.600
<v Speaker 1>said he was most focused on getting to be sure

0:17:43.600 --> 0:17:47.960
<v Speaker 1>that he would get the right support. Management consultant named Warden,

0:17:47.960 --> 0:17:52.440
<v Speaker 1>who was doing some terrific work for European companies trying

0:17:52.480 --> 0:17:56.240
<v Speaker 1>to understand American business after the Second World War and

0:17:56.440 --> 0:18:01.080
<v Speaker 1>built up a very nice franchise. Uh. He died, And

0:18:01.119 --> 0:18:04.480
<v Speaker 1>if it hadn't died the night before the vote, if

0:18:04.520 --> 0:18:07.240
<v Speaker 1>it hadn't happened that way, vote might have gone the

0:18:07.240 --> 0:18:11.800
<v Speaker 1>other way. That that close any right, Jack, one but

0:18:12.920 --> 0:18:17.160
<v Speaker 1>marginal vote, the right to be able to do the administration.

0:18:18.359 --> 0:18:22.080
<v Speaker 1>What a win? You think about pyric victories? What a win?

0:18:22.760 --> 0:18:26.200
<v Speaker 1>Let me just be sure I understand this. I'm Jack Bogel.

0:18:26.840 --> 0:18:29.040
<v Speaker 1>The one thing I don't care about at all, have

0:18:29.160 --> 0:18:34.360
<v Speaker 1>no interest in whatsoever is fund administration. That's my sole business.

0:18:34.600 --> 0:18:37.159
<v Speaker 1>And I'm going to have less than thirty people working

0:18:37.200 --> 0:18:41.000
<v Speaker 1>with me. And the crowd of funds that I'm managing

0:18:41.359 --> 0:18:45.960
<v Speaker 1>are basically going downhill because redemptions are larger than new sales.

0:18:48.320 --> 0:18:51.160
<v Speaker 1>That's not much to start with, but not at all.

0:18:51.359 --> 0:18:55.960
<v Speaker 1>Got to understand at the start there's a magic missing ingredient.

0:18:57.640 --> 0:19:04.240
<v Speaker 1>Jack's ability to be ferociously angry and beautifully articulate for

0:19:04.320 --> 0:19:07.960
<v Speaker 1>any case he ever wanted to make was a major

0:19:08.440 --> 0:19:13.359
<v Speaker 1>competitive factor. And then a couple of things were lucky breaks.

0:19:14.200 --> 0:19:19.680
<v Speaker 1>Money market funds came out and you could charge one

0:19:19.760 --> 0:19:22.080
<v Speaker 1>percent on a money market fund, which is a lot

0:19:22.119 --> 0:19:24.199
<v Speaker 1>to charge for something to says plain Vanilla as a

0:19:24.200 --> 0:19:27.240
<v Speaker 1>money market fund, but a money market fund was sure

0:19:28.840 --> 0:19:31.320
<v Speaker 1>to be a winner compared to the bank CDs that

0:19:31.400 --> 0:19:36.359
<v Speaker 1>were limited by regulation to five interest. Then Paul Volker

0:19:36.560 --> 0:19:40.920
<v Speaker 1>was driving the interest rates up to eight, ten, twelve

0:19:41.400 --> 0:19:46.280
<v Speaker 1>even on money market instruments. All you had to do

0:19:46.440 --> 0:19:49.800
<v Speaker 1>is a money market fund manager is by the standard

0:19:49.880 --> 0:19:53.600
<v Speaker 1>stuff treasury builds, commercial paper and the like, and you

0:19:53.600 --> 0:19:57.680
<v Speaker 1>could put together a portfolio that's producing a very high income,

0:19:58.000 --> 0:20:00.760
<v Speaker 1>and the banks that had all the money, we're limited

0:20:01.000 --> 0:20:03.240
<v Speaker 1>to that five and a half percent. So then when

0:20:03.240 --> 0:20:06.160
<v Speaker 1>he float out of the banks into the mutual funds,

0:20:06.320 --> 0:20:11.720
<v Speaker 1>and Vanguard made itself obvious choice by having slightly lower fees,

0:20:11.840 --> 0:20:14.120
<v Speaker 1>and then lower fees, and then lower fees as there

0:20:14.160 --> 0:20:17.520
<v Speaker 1>as it's built up. So they had low fees for

0:20:17.600 --> 0:20:20.280
<v Speaker 1>identical product. And you don't have to be that smart

0:20:20.320 --> 0:20:23.520
<v Speaker 1>to figure out, hey, when these are identical products and

0:20:23.640 --> 0:20:27.000
<v Speaker 1>one is low cost, why not? Why not? So let's

0:20:27.040 --> 0:20:30.159
<v Speaker 1>also talk about what was then thought of as a

0:20:30.200 --> 0:20:36.320
<v Speaker 1>fairly radical concept, mutualizing the mutual funds business. Tell us

0:20:36.320 --> 0:20:40.160
<v Speaker 1>a little bit about that idea where instead of being

0:20:40.320 --> 0:20:45.000
<v Speaker 1>profit driven, the profits would eventually flow back to the owners,

0:20:45.320 --> 0:20:49.480
<v Speaker 1>the investors, and the funds through lower fees. You just

0:20:49.520 --> 0:20:53.920
<v Speaker 1>said it beautifully. Well, you know, I I've been educated

0:20:54.000 --> 0:20:57.200
<v Speaker 1>with this book, so it's deep in my thought process. Well,

0:20:57.240 --> 0:20:58.800
<v Speaker 1>you know, once you get two and two is four,

0:20:58.920 --> 0:21:02.280
<v Speaker 1>it's easy to remember. Put to work. But the secret here,

0:21:02.359 --> 0:21:05.960
<v Speaker 1>over and over and over again is ferocious drive to

0:21:06.400 --> 0:21:12.240
<v Speaker 1>not fail, which was jack ferocious drive to be recognized

0:21:12.280 --> 0:21:15.800
<v Speaker 1>as Mr Wonderful, which was a very important part of

0:21:15.880 --> 0:21:19.679
<v Speaker 1>Jack Bogel all through his career, but they more and

0:21:19.760 --> 0:21:22.280
<v Speaker 1>more and more important as he got deeper into Van Kart.

0:21:22.280 --> 0:21:25.960
<v Speaker 1>Those two phenomena show up over and over and over again. So,

0:21:26.080 --> 0:21:30.200
<v Speaker 1>given how successful the mutualization was, why didn't any other

0:21:30.240 --> 0:21:34.960
<v Speaker 1>asset managers copy the structure? It seems like, oh wait, wait, wait, wait, wait,

0:21:35.760 --> 0:21:39.440
<v Speaker 1>what's the American way? I start a business to make

0:21:39.480 --> 0:21:42.200
<v Speaker 1>a profit. If I do a good job, people will

0:21:42.280 --> 0:21:46.280
<v Speaker 1>come to my business. I'll get bigger, I'll make more profits.

0:21:46.280 --> 0:21:48.240
<v Speaker 1>So I do a good job, I'll keep getting more

0:21:48.320 --> 0:21:54.000
<v Speaker 1>in it a positive cycle. Okay, what would attract anybody

0:21:54.119 --> 0:21:56.680
<v Speaker 1>to get into a business where you do a really

0:21:56.680 --> 0:22:00.119
<v Speaker 1>good job and you break even. You do a really

0:22:00.160 --> 0:22:03.320
<v Speaker 1>good job for years and you break even. You do

0:22:03.400 --> 0:22:06.120
<v Speaker 1>a really, really really good job for year after year

0:22:06.160 --> 0:22:09.760
<v Speaker 1>after year, for all kinds of people, and you break even.

0:22:10.320 --> 0:22:12.920
<v Speaker 1>You mean you never ever make a profit. That's right,

0:22:13.040 --> 0:22:16.199
<v Speaker 1>you never ever make a profit. Well, what's in it

0:22:16.280 --> 0:22:19.440
<v Speaker 1>for me? And that is a stopper for almost everybody

0:22:19.440 --> 0:22:21.800
<v Speaker 1>who starts a business. If you can't make a profit,

0:22:22.160 --> 0:22:24.400
<v Speaker 1>why in the world would you get going? Goes back

0:22:24.440 --> 0:22:26.640
<v Speaker 1>to Adam Smith and all the way through since then

0:22:27.080 --> 0:22:30.520
<v Speaker 1>you do end up achieving a certain size where there

0:22:30.520 --> 0:22:34.440
<v Speaker 1>are economies of scale, and you pay yourself a very

0:22:34.560 --> 0:22:37.439
<v Speaker 1>nice salary. Hey, maybe you don't go public, maybe you

0:22:37.440 --> 0:22:40.520
<v Speaker 1>don't sell the firm. But you sleep at night and

0:22:40.560 --> 0:22:43.240
<v Speaker 1>you know you're doing the right thing for your clients.

0:22:43.000 --> 0:22:45.160
<v Speaker 1>There's got to be some appeal for that. Now you're

0:22:45.160 --> 0:22:48.360
<v Speaker 1>getting to why is the culture at Vanguards so steadily

0:22:48.600 --> 0:22:52.440
<v Speaker 1>the same? Then why do people in Vanguard enjoyed being

0:22:52.440 --> 0:22:57.120
<v Speaker 1>where they are? First they really like doing a good

0:22:57.160 --> 0:22:59.480
<v Speaker 1>job and doing the right thing in doing a good job.

0:23:00.080 --> 0:23:03.960
<v Speaker 1>It's amazing that people really do like being in honest.

0:23:04.520 --> 0:23:08.120
<v Speaker 1>People really do like delivering good value. People really do

0:23:08.280 --> 0:23:11.359
<v Speaker 1>like doing a great job for other people as customers.

0:23:11.680 --> 0:23:14.720
<v Speaker 1>And particularly if you make clear when you joined Vanguard

0:23:15.080 --> 0:23:18.040
<v Speaker 1>you're never going to get rich, it is not going

0:23:18.119 --> 0:23:20.880
<v Speaker 1>to happen. So if that's the main item on your agenda,

0:23:21.200 --> 0:23:23.680
<v Speaker 1>go somewhere else. And there are plenty of places in

0:23:23.760 --> 0:23:25.880
<v Speaker 1>Wall Street where they'll say you want to get rich,

0:23:25.960 --> 0:23:28.640
<v Speaker 1>come here. So if you don't want to get rich,

0:23:29.240 --> 0:23:31.159
<v Speaker 1>but you do want to do something you're proud of

0:23:31.920 --> 0:23:34.600
<v Speaker 1>every day with a group of people who are just

0:23:34.800 --> 0:23:39.080
<v Speaker 1>like you, proud of what they're doing. Boy Scott's, Girl Scott's.

0:23:39.359 --> 0:23:41.720
<v Speaker 1>Pretty soon you start to say, you know there's something

0:23:41.760 --> 0:23:45.680
<v Speaker 1>to this. Maybe being a jesuit's not all that bad.

0:23:45.720 --> 0:23:49.880
<v Speaker 1>An idea and pretty soon you start finding hey, hey, wait,

0:23:50.359 --> 0:23:55.359
<v Speaker 1>this works. Let's talk a little bit about not just

0:23:55.560 --> 0:23:59.240
<v Speaker 1>Jack Bogel, but the era and the team he assembled

0:23:59.560 --> 0:24:03.159
<v Speaker 1>that was so crucial to Vanguard's success. Tell us a

0:24:03.240 --> 0:24:11.399
<v Speaker 1>little bit about how this Yankees came together. Great question. First,

0:24:11.920 --> 0:24:15.600
<v Speaker 1>Jack was man with the mission, and if you spent

0:24:15.760 --> 0:24:19.120
<v Speaker 1>time with him, you could be infected with that sense

0:24:19.160 --> 0:24:21.960
<v Speaker 1>of mission and purpose, and if that rang the bell

0:24:22.040 --> 0:24:24.399
<v Speaker 1>for what you wanted to do with your working career,

0:24:25.480 --> 0:24:29.680
<v Speaker 1>it was almost magic because there wasn't very much competition

0:24:30.040 --> 0:24:35.000
<v Speaker 1>from other people doing things in the investment world. Secondly,

0:24:35.560 --> 0:24:38.399
<v Speaker 1>this was a man of tremendous conviction above what was

0:24:38.480 --> 0:24:40.760
<v Speaker 1>going to be the right thing to do. Sometimes that

0:24:40.800 --> 0:24:44.680
<v Speaker 1>worked very much the advantage of Vanguard. There were sometimes

0:24:44.720 --> 0:24:47.159
<v Speaker 1>when it worked just the other way, and it was

0:24:47.200 --> 0:24:52.720
<v Speaker 1>a real negative but decisive whichever way. It was characteristic

0:24:52.760 --> 0:24:56.119
<v Speaker 1>of Jack as a personality. He could put on the

0:24:56.280 --> 0:24:59.240
<v Speaker 1>charm in a way in which almost anybody would melt.

0:25:00.800 --> 0:25:04.440
<v Speaker 1>And then, of course there were hard hitting times when

0:25:04.440 --> 0:25:07.840
<v Speaker 1>he was absolutely determined that everybody was going to do this,

0:25:08.119 --> 0:25:11.480
<v Speaker 1>or that you were already on board, and you sort

0:25:11.480 --> 0:25:13.600
<v Speaker 1>of saying, well, you can take the good with the bad.

0:25:13.800 --> 0:25:17.840
<v Speaker 1>We can work this one out really interesting. Tell us

0:25:17.840 --> 0:25:21.040
<v Speaker 1>a little bit about Jack Brennan, the man who succeeded

0:25:21.440 --> 0:25:25.760
<v Speaker 1>Bogel as as the second CEO of Vanguard. He's really

0:25:25.840 --> 0:25:29.120
<v Speaker 1>quite a fascinating character. Well, he had a terrific impact.

0:25:29.240 --> 0:25:32.000
<v Speaker 1>And if you look at the impact in terms of

0:25:32.119 --> 0:25:37.160
<v Speaker 1>essence under management, what Bogel did in his time, Brennan

0:25:37.240 --> 0:25:42.080
<v Speaker 1>did ten times as much in his time, ten times

0:25:42.160 --> 0:25:44.680
<v Speaker 1>as much. And he did it by putting the other

0:25:44.680 --> 0:25:48.119
<v Speaker 1>the team of other people, empowering them to be strong

0:25:48.160 --> 0:25:50.800
<v Speaker 1>and effective at what they were doing. Then it goes

0:25:50.840 --> 0:25:55.320
<v Speaker 1>back to a couple of different route factors. Boston, Irish

0:25:55.480 --> 0:26:01.200
<v Speaker 1>Catholic training. His dad was told by his guidance counselor

0:26:01.200 --> 0:26:04.479
<v Speaker 1>in high school, no, kid, you're not going to become

0:26:04.600 --> 0:26:08.120
<v Speaker 1>a mechanic. You're going to go to school because you're

0:26:08.160 --> 0:26:11.480
<v Speaker 1>too good and too smart to stop your life. Right

0:26:11.520 --> 0:26:15.280
<v Speaker 1>at this graduating from high school, you're going to college.

0:26:16.160 --> 0:26:20.240
<v Speaker 1>And that was a breakthrough. And Jack's father became a

0:26:20.280 --> 0:26:24.399
<v Speaker 1>consequential banker in the Boston area, but he always stayed

0:26:24.400 --> 0:26:28.720
<v Speaker 1>clear to his basic roots. Jack Brennan grows up as

0:26:28.800 --> 0:26:33.400
<v Speaker 1>a son of that kind of straightforward guy, and becomes

0:26:33.440 --> 0:26:38.240
<v Speaker 1>a very very straightforward guy himself. The second characteristic is

0:26:38.320 --> 0:26:42.440
<v Speaker 1>he was a very good athlete, and he was very

0:26:42.440 --> 0:26:46.359
<v Speaker 1>good at lacrosse in particular. And one day his kids

0:26:46.359 --> 0:26:49.359
<v Speaker 1>were asking, well, Dad, were you the highest scorer? And

0:26:49.359 --> 0:26:53.160
<v Speaker 1>he said, that's not the right question. What do you mean, Dad?

0:26:53.920 --> 0:26:57.520
<v Speaker 1>They gave him a copy of the Dartmouth Indian, the

0:26:57.560 --> 0:27:04.800
<v Speaker 1>student newspaper. Brennan twenty eight assists, eight goals. He said,

0:27:04.840 --> 0:27:08.200
<v Speaker 1>it's not whether youth score, it's whether your team scores.

0:27:09.160 --> 0:27:11.360
<v Speaker 1>And that's Jack Brennan all the way through. He's all

0:27:11.400 --> 0:27:13.960
<v Speaker 1>about bringing the team for it. As he said himself,

0:27:14.200 --> 0:27:18.640
<v Speaker 1>being famous is not on my agenda. And it's very

0:27:18.680 --> 0:27:21.840
<v Speaker 1>clear most people have never heard of Jack Brennan. Probably

0:27:21.880 --> 0:27:24.520
<v Speaker 1>the most important person in the development of Vanguard is

0:27:24.560 --> 0:27:28.359
<v Speaker 1>an organization. That's quite a statement. I don't disagree, but

0:27:28.440 --> 0:27:33.440
<v Speaker 1>I don't think most people are aware how he professionalized Vanguard,

0:27:33.520 --> 0:27:36.320
<v Speaker 1>how he brought in a huge team of people, but

0:27:36.400 --> 0:27:41.280
<v Speaker 1>he also found all sorts of both cost savings and

0:27:41.320 --> 0:27:45.639
<v Speaker 1>growth that as good as Bogel was, it was just

0:27:45.760 --> 0:27:49.720
<v Speaker 1>outside of his expertise. Yeah, and look, Jack Bogel always said,

0:27:49.960 --> 0:27:54.119
<v Speaker 1>I'm a small company guy, and Jack Brennan understood to

0:27:54.240 --> 0:27:57.719
<v Speaker 1>be the really right Vanguard in the future is going

0:27:57.760 --> 0:28:00.600
<v Speaker 1>to have to be a big organization. Second, you're gonna

0:28:00.600 --> 0:28:03.280
<v Speaker 1>have to have a lot of computing power, because technology

0:28:03.440 --> 0:28:06.399
<v Speaker 1>is a secret to keeping costs low, low, low, and

0:28:06.520 --> 0:28:09.160
<v Speaker 1>long run. Jack Bogler would say over and over again,

0:28:09.320 --> 0:28:12.720
<v Speaker 1>computers are too damn expensive, and he was right on

0:28:12.760 --> 0:28:15.040
<v Speaker 1>the day that you buy them. But if you can

0:28:15.080 --> 0:28:17.919
<v Speaker 1>only think of him as that moment, you're not going

0:28:18.000 --> 0:28:19.479
<v Speaker 1>to be able to get a payoff. If you think

0:28:19.520 --> 0:28:21.600
<v Speaker 1>of him as going to own him for five years

0:28:21.680 --> 0:28:23.679
<v Speaker 1>or ten years, I'm going to use the tools to

0:28:23.720 --> 0:28:26.680
<v Speaker 1>bring the cost of the operation down, it's a completely

0:28:26.760 --> 0:28:30.320
<v Speaker 1>different answer. And so Jack Brennan was absolutely key to

0:28:30.400 --> 0:28:35.320
<v Speaker 1>the whole idea of using technology, particularly computers, and moving

0:28:35.520 --> 0:28:38.920
<v Speaker 1>in advancement that direction. Second thing is very good at

0:28:38.920 --> 0:28:44.320
<v Speaker 1>distributing responsibility and hiring in outstanding individuals to do in

0:28:44.360 --> 0:28:46.840
<v Speaker 1>a quiet way the things that needed to get done.

0:28:46.840 --> 0:28:50.360
<v Speaker 1>So shift from one person to a team, and the

0:28:50.400 --> 0:28:52.920
<v Speaker 1>team has got maybe a dozen key players on it.

0:28:53.360 --> 0:28:56.959
<v Speaker 1>Then you get something that's got tremendous capacity to manage

0:28:56.960 --> 0:28:59.840
<v Speaker 1>a larger and larger organization, which Vanguard had to be

0:29:00.040 --> 0:29:03.000
<v Speaker 1>come in order to get the economic power that it

0:29:03.040 --> 0:29:06.600
<v Speaker 1>has today to keep driving costs lower. So Brennan and

0:29:06.640 --> 0:29:12.440
<v Speaker 1>Bogel were very close. Eventually, to Brennan's dismay, the relationship

0:29:12.560 --> 0:29:15.760
<v Speaker 1>fell apart. Tell us a little bit about that eppisode.

0:29:16.120 --> 0:29:21.080
<v Speaker 1>Easy analogy would be father and son, older guy, younger guy. Mr.

0:29:21.080 --> 0:29:25.400
<v Speaker 1>Outside Jack Bogel, Mr. Inside Jack Brennan. So long as

0:29:25.440 --> 0:29:28.800
<v Speaker 1>that was the working relationship, things were great. But Jack

0:29:28.800 --> 0:29:33.560
<v Speaker 1>Bogel always thought of Vanguard as my company. And when

0:29:33.560 --> 0:29:36.560
<v Speaker 1>you have a possessive view like that, you can talk

0:29:36.640 --> 0:29:40.800
<v Speaker 1>yourself into making serious mistakes. He had agreed with Jim

0:29:40.880 --> 0:29:44.280
<v Speaker 1>Ripe way back when that the longest that anybody ought

0:29:44.320 --> 0:29:47.640
<v Speaker 1>to work at Vanguard would be maybe to seventy, So

0:29:47.760 --> 0:29:51.240
<v Speaker 1>let's have seventy br retirement age. They got closer and

0:29:51.280 --> 0:29:54.640
<v Speaker 1>closer and closer to it, and Jack Bogel said, well,

0:29:54.640 --> 0:29:57.440
<v Speaker 1>you haven't, doesn't applied to the chairman, doesn't inclide to me,

0:29:58.120 --> 0:29:59.840
<v Speaker 1>can't be the really right thing in the board of

0:29:59.840 --> 0:30:02.240
<v Speaker 1>the actor said, now it really is the right thing.

0:30:03.160 --> 0:30:06.080
<v Speaker 1>In fact, the company has already gone past your skill set,

0:30:06.640 --> 0:30:09.240
<v Speaker 1>and Jack Brennan has got the skill set and he's

0:30:09.280 --> 0:30:11.560
<v Speaker 1>proving it over and over and over again. We want

0:30:11.560 --> 0:30:14.160
<v Speaker 1>to make that change in a very clear way, I

0:30:14.200 --> 0:30:17.560
<v Speaker 1>don't want to make that change. Then Jack Bogel really

0:30:17.760 --> 0:30:22.280
<v Speaker 1>really resisted it. Finally, it turned out he was deeply

0:30:22.360 --> 0:30:24.880
<v Speaker 1>upset about not having made a fortune the way Ned

0:30:24.960 --> 0:30:28.760
<v Speaker 1>Johnson had made a fortunate fidelity. So they gave him

0:30:28.760 --> 0:30:34.040
<v Speaker 1>a substantial settlement to leave with good behavior and a

0:30:34.120 --> 0:30:37.360
<v Speaker 1>great opportunity for him to start Bogel Research, which turned

0:30:37.360 --> 0:30:41.560
<v Speaker 1>out to be marvelous success for Jack Bogel and for

0:30:41.720 --> 0:30:44.200
<v Speaker 1>people who are paying attention in that direction. But take

0:30:44.320 --> 0:30:47.800
<v Speaker 1>him out of the controls position on Van Guards so

0:30:47.840 --> 0:30:51.880
<v Speaker 1>it could basically grow in its natural way as a

0:30:51.920 --> 0:30:55.520
<v Speaker 1>major phenomenon. So let's talk a little bit about John Neff,

0:30:55.600 --> 0:30:59.360
<v Speaker 1>another name that made a huge difference early on. Doesn't

0:30:59.400 --> 0:31:01.440
<v Speaker 1>really get talked about all that much. Tell us what

0:31:01.480 --> 0:31:04.600
<v Speaker 1>he did and why he was so pivotal to Vanguard's success.

0:31:05.400 --> 0:31:07.600
<v Speaker 1>People don't talk about John Neff today, but in the

0:31:07.680 --> 0:31:12.160
<v Speaker 1>sixties and the seventies and the eighties, people talked about

0:31:12.240 --> 0:31:15.760
<v Speaker 1>John Neff because he had the best record of any

0:31:15.840 --> 0:31:19.160
<v Speaker 1>mutual fund manager in the country. And you could argue

0:31:19.240 --> 0:31:22.280
<v Speaker 1>that one of the great managers at Capital Group hadn't

0:31:22.280 --> 0:31:25.480
<v Speaker 1>even better record, but Capital broke up the funds into

0:31:25.600 --> 0:31:29.360
<v Speaker 1>multi different portfolio managers so it was not public. But

0:31:29.440 --> 0:31:33.800
<v Speaker 1>among the public recorded John Neff had the best performance

0:31:33.840 --> 0:31:36.960
<v Speaker 1>over the long term. Wow, does that make a difference

0:31:37.000 --> 0:31:40.360
<v Speaker 1>when you're looking at year after year after year after year,

0:31:40.720 --> 0:31:43.760
<v Speaker 1>with some exceptions sometimes for two or three years, but

0:31:44.080 --> 0:31:47.160
<v Speaker 1>over any long term investment at the best record of

0:31:47.200 --> 0:31:50.760
<v Speaker 1>anybody in the investment business. What about Gus Sauder He

0:31:50.880 --> 0:31:53.840
<v Speaker 1>was the first chief investment officer at vant Guard Group,

0:31:54.120 --> 0:31:57.280
<v Speaker 1>highly regarded. Tell us a little bit about his contributions.

0:31:57.720 --> 0:32:02.400
<v Speaker 1>Terrific quant with the great deal of modesty and a

0:32:02.520 --> 0:32:07.280
<v Speaker 1>wonderful ability to think things through. And Gus Souder was

0:32:07.480 --> 0:32:11.720
<v Speaker 1>critical to development of the t F business and critical

0:32:11.840 --> 0:32:16.360
<v Speaker 1>to the development of the indexing business and the capacity

0:32:16.440 --> 0:32:21.680
<v Speaker 1>to manage with the quantitative group substantial fractions of the

0:32:21.720 --> 0:32:25.560
<v Speaker 1>actively managed portfolios because he could replicate what an active

0:32:25.560 --> 0:32:30.560
<v Speaker 1>manager might do and one of these quiet, soft spoken

0:32:31.640 --> 0:32:34.080
<v Speaker 1>it's not about me, it's about the interesting work that

0:32:34.160 --> 0:32:38.720
<v Speaker 1>my team is doing. The team builder and terrific technology

0:32:38.800 --> 0:32:41.600
<v Speaker 1>understander who was able to put things together in a

0:32:41.640 --> 0:32:45.920
<v Speaker 1>way that was really wonderful. You mentioned how important Jack

0:32:45.960 --> 0:32:48.400
<v Speaker 1>Brennan was. Let's talk a little bit about Bill McNabb.

0:32:49.000 --> 0:32:52.760
<v Speaker 1>He was running Vanguard right in the heart of the

0:32:52.840 --> 0:32:56.840
<v Speaker 1>financial crisis. He's the one who basically told all the

0:32:56.880 --> 0:32:59.880
<v Speaker 1>crew members, Hey, nobody's getting fired. Just get on the phones,

0:33:00.000 --> 0:33:02.479
<v Speaker 1>speak to the clients, and don't worry about your jobs.

0:33:02.480 --> 0:33:05.880
<v Speaker 1>We're all safe. Tell us a bit about his decision

0:33:05.920 --> 0:33:09.200
<v Speaker 1>making and how important he was, not just during the

0:33:09.200 --> 0:33:12.960
<v Speaker 1>financial crisis, but you know, I think Vinglo was about

0:33:13.480 --> 0:33:17.760
<v Speaker 1>eight hundred billion pre crisis, and now it's ten x,

0:33:17.880 --> 0:33:20.120
<v Speaker 1>it's eight trillion. Tell us a little bit about what

0:33:20.160 --> 0:33:23.800
<v Speaker 1>Bill McNabb brought to the table. Secret to Bill McNabb

0:33:23.880 --> 0:33:28.400
<v Speaker 1>is modesty, competence and discipline. And if you look at

0:33:28.480 --> 0:33:31.840
<v Speaker 1>how would you understand that? Think of him as he

0:33:32.080 --> 0:33:36.000
<v Speaker 1>was for many many years a rower in crew. There

0:33:36.040 --> 0:33:39.520
<v Speaker 1>are no fabulous individual performers. It's all about how the

0:33:39.560 --> 0:33:44.680
<v Speaker 1>whole group of eight people rose simultaneously to a level

0:33:44.680 --> 0:33:47.640
<v Speaker 1>of perfection and if they get it really really right,

0:33:48.120 --> 0:33:52.560
<v Speaker 1>perform in a way that you can't match. And that's

0:33:52.800 --> 0:33:57.720
<v Speaker 1>what Bill McNabb was all about. Is disciplined, steady, reliable

0:33:57.880 --> 0:34:02.800
<v Speaker 1>performance and USh ucks personality on the outside, but Mr

0:34:02.840 --> 0:34:06.640
<v Speaker 1>Trustworthy on the inside, and everybody knew he was the

0:34:06.760 --> 0:34:09.279
<v Speaker 1>kind of solid citizen that you would like to have

0:34:09.719 --> 0:34:12.160
<v Speaker 1>your sister Mary, or you'd like to have your mother Mary,

0:34:12.600 --> 0:34:14.719
<v Speaker 1>or you'd like to have your daughter married. And it's

0:34:14.760 --> 0:34:17.319
<v Speaker 1>one of those things that just a Mr. Good guy.

0:34:17.520 --> 0:34:21.600
<v Speaker 1>And while every other firm in the investment business was

0:34:21.640 --> 0:34:25.279
<v Speaker 1>cutting costs because the market was down and looked like

0:34:25.280 --> 0:34:27.680
<v Speaker 1>it was going to go down a lot, he said, no,

0:34:27.880 --> 0:34:30.439
<v Speaker 1>we're not going to cut costs at all. Nobody's losing

0:34:30.440 --> 0:34:33.360
<v Speaker 1>their job. We're all going to stay here together because

0:34:34.040 --> 0:34:36.560
<v Speaker 1>the number of customers is not going down. It's just

0:34:36.680 --> 0:34:39.759
<v Speaker 1>that the profitability of the business is going down. And

0:34:39.800 --> 0:34:43.440
<v Speaker 1>we do not a profit minded organization. Were a service

0:34:43.480 --> 0:34:47.120
<v Speaker 1>minded organization. We're all about the customers because there are

0:34:47.200 --> 0:34:50.239
<v Speaker 1>owners that we're gonna stay right steady on through. And

0:34:50.360 --> 0:34:53.759
<v Speaker 1>that made a terrific impact internally. But of course it

0:34:53.800 --> 0:34:56.840
<v Speaker 1>also meant that they had a wonderfully strong organization coming

0:34:56.840 --> 0:34:59.399
<v Speaker 1>out of the financial crisis, and that was a big

0:34:59.400 --> 0:35:03.760
<v Speaker 1>help to ye perfectly positioned. Tell us about Charlie Root.

0:35:03.800 --> 0:35:07.360
<v Speaker 1>What was his role as an advisor and a board member.

0:35:07.840 --> 0:35:12.799
<v Speaker 1>He was the head of a major actuarial consulting firm

0:35:13.000 --> 0:35:19.680
<v Speaker 1>in Philadelphia. Very disciplined thinker and an organizationally minded person

0:35:20.680 --> 0:35:23.400
<v Speaker 1>and one of those people that you'd love to have

0:35:23.520 --> 0:35:29.200
<v Speaker 1>as a director of your corporation. Unfortunately, shortly after some

0:35:29.280 --> 0:35:32.160
<v Speaker 1>of the most important decisions, he was cleaning out the

0:35:32.200 --> 0:35:36.440
<v Speaker 1>gutters in his home and the ladder he was thinking

0:35:37.040 --> 0:35:40.120
<v Speaker 1>had climbed up to the gutters on started to slip

0:35:40.160 --> 0:35:43.839
<v Speaker 1>a little bit to the side, and I'm afraid that

0:35:43.840 --> 0:35:46.800
<v Speaker 1>that caused his death. And it was a real loss

0:35:47.400 --> 0:35:50.920
<v Speaker 1>to Vanguard and a real loss to the Philadelphia community.

0:35:51.360 --> 0:35:54.640
<v Speaker 1>There's one person I really have to ask about, and

0:35:54.680 --> 0:35:57.040
<v Speaker 1>that's you. You were a director at Vanguard for over

0:35:57.080 --> 0:36:01.480
<v Speaker 1>a decade. You're a strategy consultant. Tell us about how

0:36:01.680 --> 0:36:05.439
<v Speaker 1>you felt your role was and what your contributions were

0:36:05.640 --> 0:36:08.960
<v Speaker 1>during that that era. In all fairness, I have to

0:36:08.960 --> 0:36:14.520
<v Speaker 1>feel you're blushing. I can't believe this. I really enjoyed

0:36:15.160 --> 0:36:19.400
<v Speaker 1>being a director. We didn't get paid very much. I

0:36:19.440 --> 0:36:21.680
<v Speaker 1>have to admit. The food that we were served at

0:36:21.760 --> 0:36:24.879
<v Speaker 1>meals was really pretty crummy, but it was all part

0:36:24.920 --> 0:36:27.600
<v Speaker 1>of the keep the cost down, keep the cost down. Attitude.

0:36:28.920 --> 0:36:32.840
<v Speaker 1>Management was so candid and so open with us as directors.

0:36:32.920 --> 0:36:35.560
<v Speaker 1>It was a privilege to be working with him. And

0:36:35.560 --> 0:36:38.120
<v Speaker 1>it didn't hurt that I was sitting side by side

0:36:38.120 --> 0:36:41.680
<v Speaker 1>with Bert Malkiel, who is one of those outstanding people

0:36:41.719 --> 0:36:45.560
<v Speaker 1>in the investments world. And Bert is just turned ninety

0:36:46.760 --> 0:36:50.839
<v Speaker 1>and his great book Random Walk Down Wall Street has

0:36:50.920 --> 0:36:54.320
<v Speaker 1>just come out with a new, very considerably updated version,

0:36:55.080 --> 0:36:59.080
<v Speaker 1>and to sit with him and to realize on item

0:36:59.160 --> 0:37:02.640
<v Speaker 1>after item to item, Burt and I agreed. Burton and

0:37:02.680 --> 0:37:05.680
<v Speaker 1>I agreed, Burt and I agreed. So it was a

0:37:05.719 --> 0:37:11.560
<v Speaker 1>wonderful privilege, the opportunity to be able to be candid, direct,

0:37:11.800 --> 0:37:15.640
<v Speaker 1>blunt spoken, and to have a really capable guy sitting

0:37:15.680 --> 0:37:17.799
<v Speaker 1>right besides youch thing, You're You're on the right track,

0:37:17.920 --> 0:37:21.040
<v Speaker 1>keep going, keep going, And to have a management team

0:37:21.080 --> 0:37:23.840
<v Speaker 1>that was so glad to hear what we had to say,

0:37:24.040 --> 0:37:27.840
<v Speaker 1>even when it made might be really in disagreement with him,

0:37:27.960 --> 0:37:30.759
<v Speaker 1>or might be slightly in disagreement with him. They loved

0:37:30.800 --> 0:37:34.120
<v Speaker 1>having the candor coming from the outside. Let's talk a

0:37:34.200 --> 0:37:38.040
<v Speaker 1>little bit about the current state of Vanguard, but I

0:37:38.120 --> 0:37:43.560
<v Speaker 1>have to preface it with Jack Bogel's c MH, not

0:37:43.560 --> 0:37:46.280
<v Speaker 1>not e m H, not the uh not the efficient

0:37:46.320 --> 0:37:51.160
<v Speaker 1>market hypothesis, but the cost matter hypothesis, which really dates

0:37:51.200 --> 0:37:56.080
<v Speaker 1>back to his Princeton thesis. It wasn't so much about

0:37:56.160 --> 0:37:59.880
<v Speaker 1>active versus passive, It was about expensive versus in a

0:38:00.000 --> 0:38:03.719
<v Speaker 1>expensive tell us a little bit about how that impacted

0:38:03.760 --> 0:38:08.759
<v Speaker 1>the development at Vanguard. First, you gotta understand that Jack

0:38:08.840 --> 0:38:16.160
<v Speaker 1>Bogel was a master of the personality franchise development business.

0:38:17.880 --> 0:38:22.560
<v Speaker 1>When nobody else gave a damn about becoming clearly identified

0:38:22.600 --> 0:38:26.319
<v Speaker 1>in a very specific way, Jack cared greatly about that.

0:38:26.840 --> 0:38:28.640
<v Speaker 1>And it goes back to when, as he likes to

0:38:28.640 --> 0:38:32.120
<v Speaker 1>tell the story on himself, at least did tell his

0:38:32.200 --> 0:38:35.120
<v Speaker 1>story on himself where he likes it or not. When

0:38:35.120 --> 0:38:38.680
<v Speaker 1>he was in school, he came in second in his

0:38:38.760 --> 0:38:43.120
<v Speaker 1>academic performance, and he went around to each one of

0:38:43.239 --> 0:38:49.000
<v Speaker 1>his teachers pleading with them to read, examine, and modify

0:38:49.120 --> 0:38:52.800
<v Speaker 1>his grade so he could come in first. He wanted

0:38:52.840 --> 0:38:57.880
<v Speaker 1>to be the valedictorian, not the salutatorian. Why would he

0:38:58.000 --> 0:39:02.200
<v Speaker 1>care so much about that? It is not the be

0:39:02.280 --> 0:39:05.400
<v Speaker 1>all and end all of the world. It because of

0:39:05.520 --> 0:39:11.040
<v Speaker 1>his personality. Something deep inside him drove him to always

0:39:11.239 --> 0:39:14.040
<v Speaker 1>enhance things, make things look better, make things look better,

0:39:14.120 --> 0:39:16.560
<v Speaker 1>make things look better, and so all the way through

0:39:16.600 --> 0:39:21.399
<v Speaker 1>the story of Vanguard, you'll find Jack Bogel doing things

0:39:21.560 --> 0:39:24.760
<v Speaker 1>or saying things to make the record look much more

0:39:24.800 --> 0:39:29.719
<v Speaker 1>positive about what he contributed than the reality. And one

0:39:29.760 --> 0:39:35.680
<v Speaker 1>of the awkwardnesses is the franchise building was done so beautifully,

0:39:35.719 --> 0:39:41.040
<v Speaker 1>so consistently, so skillfully by a master of that craft

0:39:41.520 --> 0:39:45.839
<v Speaker 1>that it's still twenty years later, thirty years later, carries on.

0:39:46.280 --> 0:39:48.680
<v Speaker 1>And most people, if you ask him, when you think

0:39:48.680 --> 0:39:51.960
<v Speaker 1>of Vanguard, who do you think of thing? They've got

0:39:51.960 --> 0:39:56.080
<v Speaker 1>it well. Jack Bogel was terribly important to the starting.

0:39:56.560 --> 0:40:00.400
<v Speaker 1>Nobody could have started the organization without being Jack Pokeel.

0:40:00.600 --> 0:40:06.759
<v Speaker 1>Partly anger, partly talent, partly skills of various particular characteristics,

0:40:06.800 --> 0:40:10.239
<v Speaker 1>one of which was building the personal franchise. Nobody could

0:40:10.239 --> 0:40:13.600
<v Speaker 1>have started Vanguard. But if Jack Bogel had stayed in control,

0:40:13.960 --> 0:40:17.200
<v Speaker 1>it would never have become the organization it is today.

0:40:17.239 --> 0:40:21.080
<v Speaker 1>It would be substantially smaller, it would be deeply outclassed

0:40:21.080 --> 0:40:24.400
<v Speaker 1>by people who would use automation to make their offering

0:40:24.440 --> 0:40:28.839
<v Speaker 1>a better and more effective proposition, and we wouldn't see

0:40:28.840 --> 0:40:31.520
<v Speaker 1>the Vanguard that's been developed since then. So let's talk

0:40:31.520 --> 0:40:36.400
<v Speaker 1>a little bit about that Vanguard very huge in ETFs,

0:40:36.880 --> 0:40:42.160
<v Speaker 1>big overseas investing, uh, lots of other things that Vanguard

0:40:42.200 --> 0:40:45.840
<v Speaker 1>and Bogel didn't see eye to eye about. How often

0:40:46.040 --> 0:40:50.960
<v Speaker 1>did the company disagree with its founder? Instant question And

0:40:51.000 --> 0:40:52.719
<v Speaker 1>I'm not sure I could do it in terms of

0:40:53.160 --> 0:40:57.920
<v Speaker 1>numerical quantitative But if you look back the concepts that

0:40:58.080 --> 0:41:04.799
<v Speaker 1>Jack Bogel really eaved in computers he thought were terribly expensive,

0:41:05.200 --> 0:41:09.880
<v Speaker 1>that would have been a stopper today you couldn't do it. Uh.

0:41:11.640 --> 0:41:17.440
<v Speaker 1>It really believed in his making the decisions. It's too

0:41:17.480 --> 0:41:20.040
<v Speaker 1>complicated a business. There's too many things going on, there

0:41:20.080 --> 0:41:23.560
<v Speaker 1>are too many different responsibilities for one person to do

0:41:23.880 --> 0:41:28.399
<v Speaker 1>all of the decision making. If you look at Vanguard today,

0:41:29.040 --> 0:41:33.520
<v Speaker 1>you're looking at a substantial organization that's going through a

0:41:33.640 --> 0:41:40.200
<v Speaker 1>substantial transformation towards becoming more of an effective organization at

0:41:40.280 --> 0:41:45.239
<v Speaker 1>serving clients interests and doing a better and better job

0:41:45.320 --> 0:41:48.440
<v Speaker 1>for the people who are already the investor owners of

0:41:48.520 --> 0:41:53.880
<v Speaker 1>Van Gourd. So they are not making a major commitment internationally,

0:41:54.280 --> 0:41:56.799
<v Speaker 1>they're not spending a lot of money to build a

0:41:56.920 --> 0:42:01.799
<v Speaker 1>future business in other countries. They're looking for places where

0:42:01.880 --> 0:42:06.040
<v Speaker 1>the resistance by the banking establishment or the financial establishment

0:42:06.400 --> 0:42:11.520
<v Speaker 1>in those different countries is more open to non local competition,

0:42:12.120 --> 0:42:14.959
<v Speaker 1>but it's hard to find, very hard to find. They've

0:42:14.960 --> 0:42:17.600
<v Speaker 1>made some changes that we're keeping up with the times.

0:42:17.800 --> 0:42:21.160
<v Speaker 1>They've got a substantial institutional business. If you're in the

0:42:21.280 --> 0:42:24.920
<v Speaker 1>investment business as an institution, you really want to know

0:42:25.040 --> 0:42:28.920
<v Speaker 1>something about private equity. If Vanguard doesn't have private equity,

0:42:29.000 --> 0:42:30.759
<v Speaker 1>that's going to take them out of the running. So

0:42:30.800 --> 0:42:34.959
<v Speaker 1>they've developed a really interesting joint venture where they're able

0:42:35.000 --> 0:42:38.800
<v Speaker 1>to get access to a very competent private equity investment

0:42:38.920 --> 0:42:43.279
<v Speaker 1>organization at a very controlled cost. They're not aiming to

0:42:43.320 --> 0:42:46.920
<v Speaker 1>be in the very best but second quartile of performance

0:42:46.960 --> 0:42:51.319
<v Speaker 1>on a reliable basis with broadly diversified capability. Okay, that'll

0:42:51.360 --> 0:42:53.920
<v Speaker 1>work very nicely. They're doing the same sort of a

0:42:54.000 --> 0:42:58.040
<v Speaker 1>change in going towards more and more advice. And anybody

0:42:58.040 --> 0:43:00.640
<v Speaker 1>has been in the investment management business, you have been

0:43:00.920 --> 0:43:05.399
<v Speaker 1>looking back on things, you can tell almost everybody would

0:43:05.440 --> 0:43:09.880
<v Speaker 1>be well advised to have been more a long term investor,

0:43:10.800 --> 0:43:15.200
<v Speaker 1>make fewer choices and decisions, figure out what's really right

0:43:15.280 --> 0:43:18.760
<v Speaker 1>for you. At the same time, you'd recognize that every

0:43:18.840 --> 0:43:24.560
<v Speaker 1>individual is unique. Nobody is exactly the same. If you

0:43:24.640 --> 0:43:28.520
<v Speaker 1>look at personality, for an example, your eyeglasses, I wear eyeglasses,

0:43:29.520 --> 0:43:34.520
<v Speaker 1>your shoe size, my shoe size, your shirt size, collar size,

0:43:34.760 --> 0:43:39.640
<v Speaker 1>sleeve length. Pretty soon you realize barries clothes are different

0:43:39.760 --> 0:43:43.200
<v Speaker 1>from mine because Barry is different from me, and he

0:43:43.320 --> 0:43:45.200
<v Speaker 1>ought to wear the closer or right for him, and

0:43:45.200 --> 0:43:47.080
<v Speaker 1>I ought to wear the closer or more right for him.

0:43:47.120 --> 0:43:49.960
<v Speaker 1>I might get advice from my wife or something on

0:43:50.239 --> 0:43:54.120
<v Speaker 1>what to wear, but we're actually dress similarly with our

0:43:54.480 --> 0:43:58.440
<v Speaker 1>collar shirts and a blue sweater. But but isn't Doesn't

0:43:58.440 --> 0:44:01.480
<v Speaker 1>that kind of raise the point of, well, everybody's different,

0:44:01.520 --> 0:44:04.680
<v Speaker 1>but everybody needs to, say, for retirement, to pay for

0:44:04.719 --> 0:44:08.200
<v Speaker 1>their kids college, to leave something to the next generation.

0:44:08.320 --> 0:44:12.399
<v Speaker 1>It shouldn't vary radically. The broad strokes should all be

0:44:12.480 --> 0:44:16.800
<v Speaker 1>fairly similar, shouldn't they in terms of the macro proposition?

0:44:17.040 --> 0:44:21.200
<v Speaker 1>But you're exactly right, But everybody is different from everybody

0:44:21.200 --> 0:44:27.040
<v Speaker 1>else in age, income, wealth, attitude towards life, how many

0:44:27.120 --> 0:44:31.560
<v Speaker 1>years you want to keep working, things like risk tolerance,

0:44:31.719 --> 0:44:35.480
<v Speaker 1>or everybody differs. So it turns out that almost everybody

0:44:35.520 --> 0:44:43.400
<v Speaker 1>is specifically individually themselves different from somebody else specifically individually

0:44:43.520 --> 0:44:48.719
<v Speaker 1>themselves and as a result, advice to individuals is increasingly

0:44:48.840 --> 0:44:53.359
<v Speaker 1>obviously a useful part of the total investment proposition. Then

0:44:53.560 --> 0:44:58.680
<v Speaker 1>Vanguard is moving in that direction and capable probably of

0:44:58.800 --> 0:45:02.319
<v Speaker 1>more power in that direction that anybody would ever under

0:45:02.600 --> 0:45:07.160
<v Speaker 1>understate or estimate. I read a crazy statistic somewhere I

0:45:07.160 --> 0:45:10.080
<v Speaker 1>don't recall was in the book or elsewhere in the

0:45:10.160 --> 0:45:15.600
<v Speaker 1>state of Pennsylvania, the certified financial Planners, something like n

0:45:16.680 --> 0:45:20.600
<v Speaker 1>of them in the state work for Vanguard. That's that's

0:45:20.640 --> 0:45:24.040
<v Speaker 1>just a crazy number. As they've pushed into uh the

0:45:24.080 --> 0:45:28.840
<v Speaker 1>advisory business. In hiring all of these cfps made a

0:45:28.880 --> 0:45:33.080
<v Speaker 1>major commitment to serving the investor with what they really need.

0:45:33.680 --> 0:45:38.439
<v Speaker 1>And most people really ought to have a good investment plan,

0:45:38.680 --> 0:45:42.200
<v Speaker 1>but they don't. Most people ought to have a clear

0:45:42.280 --> 0:45:46.120
<v Speaker 1>definition of their long term purpose as investors other than

0:45:46.360 --> 0:45:47.800
<v Speaker 1>I want to do better in the market, or I

0:45:47.840 --> 0:45:49.440
<v Speaker 1>want to do at least as well as the market,

0:45:49.520 --> 0:45:52.360
<v Speaker 1>or I want to do well, or something vague in

0:45:52.400 --> 0:45:55.360
<v Speaker 1>general like that. Very hard to get people to be

0:45:55.480 --> 0:45:57.960
<v Speaker 1>very specific about what do they really really want to

0:45:57.960 --> 0:46:01.759
<v Speaker 1>do and why. And if you've got a good advisor,

0:46:02.400 --> 0:46:04.960
<v Speaker 1>you can do a lot to improve on your results

0:46:05.520 --> 0:46:09.239
<v Speaker 1>by figuring out together what makes sense to you that's

0:46:09.239 --> 0:46:13.640
<v Speaker 1>available in the marketplace, and making the right decisions of

0:46:13.680 --> 0:46:18.120
<v Speaker 1>what's available and realistic as opposed to dreams that may

0:46:18.200 --> 0:46:20.919
<v Speaker 1>or may not come true. So so let's talk about

0:46:20.960 --> 0:46:25.759
<v Speaker 1>two areas that are a little controversial. One is the

0:46:25.760 --> 0:46:31.200
<v Speaker 1>thought that as indexing became more and more appealing and

0:46:31.480 --> 0:46:34.399
<v Speaker 1>attracted more and more assets. Jack Bogel was a little

0:46:34.400 --> 0:46:40.919
<v Speaker 1>concerned about on Oligopoly about potential anti trust issues. At

0:46:41.000 --> 0:46:46.799
<v Speaker 1>what size is passive or indexing too large? I think

0:46:46.800 --> 0:46:48.799
<v Speaker 1>it's a wonderful question, but if you don't mind, I'm

0:46:48.800 --> 0:46:51.359
<v Speaker 1>going to say it's the wrong question. Okay. The right

0:46:51.440 --> 0:46:57.200
<v Speaker 1>question is when will active investors say to themselves, the professionals,

0:46:57.239 --> 0:46:59.759
<v Speaker 1>the people who are making their living as active investors,

0:47:00.200 --> 0:47:02.719
<v Speaker 1>say to themselves, I think I'm going to get a

0:47:02.760 --> 0:47:05.640
<v Speaker 1>different career. I think I'm going to leave this business

0:47:05.880 --> 0:47:08.480
<v Speaker 1>and go in a different direction. At what age will

0:47:08.520 --> 0:47:11.600
<v Speaker 1>they say to their children, Look, it was okay for

0:47:11.680 --> 0:47:13.760
<v Speaker 1>me in my time, but it's not a good place

0:47:13.800 --> 0:47:17.000
<v Speaker 1>for you. Don't do it. Don't do it. At what

0:47:17.120 --> 0:47:20.400
<v Speaker 1>point are you going to see fewer people taking courses

0:47:20.400 --> 0:47:24.439
<v Speaker 1>on investment management at business schools? Were nowhere near that

0:47:25.440 --> 0:47:28.600
<v Speaker 1>we're putting more people through the learning process of how

0:47:28.600 --> 0:47:31.960
<v Speaker 1>to be pretty damn good as an analyst through business

0:47:32.000 --> 0:47:35.480
<v Speaker 1>school courses and then out into the industry. Then are

0:47:35.520 --> 0:47:39.200
<v Speaker 1>coming out of the industry through retirement, and that's where

0:47:39.239 --> 0:47:43.840
<v Speaker 1>the market is really controlled. For market efficiency or correct

0:47:43.840 --> 0:47:48.000
<v Speaker 1>pricing is really smart people. If you go back fifty

0:47:48.080 --> 0:47:51.080
<v Speaker 1>years ago, there were a small number of people who

0:47:51.160 --> 0:47:55.040
<v Speaker 1>made their living as analysts and a small number of

0:47:55.080 --> 0:47:59.799
<v Speaker 1>people made their living as portfolio managers, maybe as many

0:47:59.840 --> 0:48:05.480
<v Speaker 1>a five people in the world, and today it's somewhere

0:48:05.520 --> 0:48:10.640
<v Speaker 1>between one and a half and two million people. That's

0:48:10.680 --> 0:48:13.120
<v Speaker 1>a big change, and there's been lots of other changes.

0:48:13.520 --> 0:48:15.600
<v Speaker 1>The one that I think is the most powerful here

0:48:15.600 --> 0:48:19.880
<v Speaker 1>we are that Bloomberg radio. Think about how many people

0:48:20.080 --> 0:48:24.200
<v Speaker 1>own a terminal, a Bloomberg terminal that will give you

0:48:24.320 --> 0:48:27.120
<v Speaker 1>any answer to any question you ever want to ask

0:48:27.160 --> 0:48:30.520
<v Speaker 1>for the rest of your life within seconds. It's all

0:48:30.680 --> 0:48:33.360
<v Speaker 1>it's all data and technology. It's all over the place.

0:48:33.960 --> 0:48:37.920
<v Speaker 1>Everybody has computing power in their pocket. That's as much

0:48:37.920 --> 0:48:41.840
<v Speaker 1>as a three sixty, which was IBM's magical power force

0:48:42.480 --> 0:48:46.840
<v Speaker 1>fifty years ago. And everybody has access to the Internet,

0:48:46.920 --> 0:48:51.200
<v Speaker 1>and it's entertaining its communication worldwide, and thank goodness we

0:48:51.239 --> 0:48:54.680
<v Speaker 1>speak the English language because that's the language of investing worldwide.

0:48:54.920 --> 0:48:58.600
<v Speaker 1>But it means that this is huge transformation that's taken place,

0:48:59.040 --> 0:49:02.080
<v Speaker 1>and it has made the markets more and more skillful

0:49:02.360 --> 0:49:06.040
<v Speaker 1>at finding the right price, but made it harder for

0:49:06.200 --> 0:49:09.280
<v Speaker 1>active managers than as you and I've talked about before,

0:49:09.920 --> 0:49:13.680
<v Speaker 1>active managers underperformed that the chosen segment of the market

0:49:13.760 --> 0:49:19.160
<v Speaker 1>they went after, and now we're somewhere between and of

0:49:19.200 --> 0:49:22.920
<v Speaker 1>active managers fall short of their intention, and when they

0:49:22.960 --> 0:49:26.440
<v Speaker 1>fall short, they often get desperate and fall very short

0:49:26.760 --> 0:49:30.720
<v Speaker 1>by hail Mary passes and other kinds of dramatic efforts.

0:49:30.960 --> 0:49:34.959
<v Speaker 1>The paradox of skill is the better the professionals get,

0:49:35.560 --> 0:49:39.399
<v Speaker 1>it becomes increasingly harder to even beat the market, so

0:49:39.560 --> 0:49:44.120
<v Speaker 1>that that's quite fastening. One other um question that's a

0:49:44.120 --> 0:49:48.800
<v Speaker 1>little controversial. H we've seen some pushback to e s g.

0:49:49.080 --> 0:49:54.759
<v Speaker 1>Environmental social governance investing and the voting of proxies. How

0:49:54.840 --> 0:49:59.520
<v Speaker 1>does an entity like Vanguard manage these issues on behalf

0:49:59.640 --> 0:50:04.200
<v Speaker 1>of there huge thirty million clients and they're eight trillion

0:50:04.280 --> 0:50:08.000
<v Speaker 1>dollars in assets and very simple they do what you

0:50:08.040 --> 0:50:10.520
<v Speaker 1>would like to if you were a corporate executive, what

0:50:10.600 --> 0:50:14.240
<v Speaker 1>would you like to have your shareholders do? Pay attention

0:50:14.280 --> 0:50:18.719
<v Speaker 1>to the votes, be quite consistent about always voting, and

0:50:18.800 --> 0:50:22.640
<v Speaker 1>as you know, most people don't vote at all. And

0:50:22.760 --> 0:50:26.880
<v Speaker 1>then many institutional investments say, it's not our decision to

0:50:26.920 --> 0:50:30.839
<v Speaker 1>make because we're on behalf of those. So your very

0:50:30.880 --> 0:50:36.000
<v Speaker 1>best client, if you're a corporate executive, best shareholder, is

0:50:36.040 --> 0:50:39.000
<v Speaker 1>to be somebody who is in it for the long run.

0:50:40.000 --> 0:50:42.640
<v Speaker 1>And if you're a vanguard and indexing, you're in it

0:50:42.640 --> 0:50:47.280
<v Speaker 1>permanently for the long, long, long run. Cares about certain

0:50:47.320 --> 0:50:51.399
<v Speaker 1>basic principles, and they do, and they advertise what those

0:50:51.440 --> 0:50:54.520
<v Speaker 1>principles are. For an example, they believe that a board

0:50:54.520 --> 0:51:00.960
<v Speaker 1>of directors should have h an incentive in the company's style. Uh,

0:51:01.920 --> 0:51:08.360
<v Speaker 1>they're very strong to have diversification of personality and background. Um, okay.

0:51:08.400 --> 0:51:11.040
<v Speaker 1>Find those are pretty much straightforward things. Nobody would have

0:51:11.080 --> 0:51:13.520
<v Speaker 1>any trouble with that. Yeah, And they are very much

0:51:13.600 --> 0:51:16.680
<v Speaker 1>in favor of certain kinds of incentives but not others.

0:51:17.200 --> 0:51:19.040
<v Speaker 1>And most people look at and say, yeah, those are

0:51:19.040 --> 0:51:20.960
<v Speaker 1>the right things to be in favor of. So it's

0:51:21.000 --> 0:51:25.440
<v Speaker 1>one after another after another. Items were Vanguard and State

0:51:25.480 --> 0:51:29.719
<v Speaker 1>Street and black Rock are all three in agreement basically

0:51:30.120 --> 0:51:32.879
<v Speaker 1>that good governance is an important characteristic of a board

0:51:32.880 --> 0:51:35.240
<v Speaker 1>of directors, and they really want to see that going.

0:51:35.840 --> 0:51:38.319
<v Speaker 1>What is it that you wouldn't like about the way

0:51:38.360 --> 0:51:41.880
<v Speaker 1>in which the voting has done. It's a terrifically powerful answer.

0:51:41.920 --> 0:51:44.200
<v Speaker 1>What wouldn't you like? And there is nothing that you

0:51:44.200 --> 0:51:49.280
<v Speaker 1>wouldn't like? Now, is it possible that a group could quietly,

0:51:49.560 --> 0:51:54.239
<v Speaker 1>somehow skillfully get together and agree, let's do something that's

0:51:54.280 --> 0:51:57.560
<v Speaker 1>really not going to be right for our investors? Yeah,

0:51:57.680 --> 0:52:01.680
<v Speaker 1>you could say mechanically it's possible. But there's Canada for

0:52:01.719 --> 0:52:03.840
<v Speaker 1>an example of the country right next to one of

0:52:03.880 --> 0:52:08.839
<v Speaker 1>the most powerful military organization nations in the world. Are

0:52:08.880 --> 0:52:11.440
<v Speaker 1>the Canadians a fraid the Americans are going to attack again?

0:52:11.640 --> 0:52:16.160
<v Speaker 1>Of course not. In fact, we cooperate in our activities. Okay,

0:52:16.560 --> 0:52:19.160
<v Speaker 1>what would happen if somebody at any one of the

0:52:19.200 --> 0:52:23.000
<v Speaker 1>indexing leaders were to do something that was not quite

0:52:23.520 --> 0:52:26.600
<v Speaker 1>boy scout, girl scout right down the line? They'll get

0:52:26.640 --> 0:52:28.920
<v Speaker 1>called out, I think got called out. Would it be

0:52:28.960 --> 0:52:32.839
<v Speaker 1>in the newspapers, yes, would it be on Bloomberg Radio? Yes?

0:52:33.320 --> 0:52:35.919
<v Speaker 1>Would you have an interview with somebody who had called

0:52:35.960 --> 0:52:40.000
<v Speaker 1>him out. Yes, one of those perfectly marvelous situations where

0:52:40.280 --> 0:52:42.839
<v Speaker 1>you're forced to do what you dame well want to do.

0:52:42.960 --> 0:52:45.560
<v Speaker 1>That they all have State Street, Vanguard, Black Rock, they

0:52:45.560 --> 0:52:47.880
<v Speaker 1>all have pretty good businesses. Why would you want to

0:52:47.920 --> 0:52:52.319
<v Speaker 1>mess with that? Really really fascinating stuff, Charlie. Let's let's

0:52:52.360 --> 0:52:55.560
<v Speaker 1>jump to some of our favorite questions that we ask

0:52:55.719 --> 0:52:58.239
<v Speaker 1>all of our guests. And I want to start with

0:52:58.280 --> 0:53:01.919
<v Speaker 1>the last time I saw you was before the pandemic.

0:53:02.520 --> 0:53:05.480
<v Speaker 1>What have you been doing during the pandemic? And tell

0:53:05.560 --> 0:53:09.279
<v Speaker 1>us what what's been keeping you entertained? Well. Part of

0:53:09.280 --> 0:53:14.800
<v Speaker 1>the entertainment value is that are our children or daughter

0:53:15.400 --> 0:53:18.560
<v Speaker 1>and her husband and their two kids under five have

0:53:18.719 --> 0:53:21.319
<v Speaker 1>moved into our house, so we've had the privilege of

0:53:21.360 --> 0:53:23.839
<v Speaker 1>watching little kids again. And I have to tell you

0:53:24.080 --> 0:53:26.280
<v Speaker 1>that is a dream come true. It's a lot of fun.

0:53:27.440 --> 0:53:30.120
<v Speaker 1>The second thing is we have an agreement in our

0:53:30.160 --> 0:53:34.799
<v Speaker 1>family that we're worried about the children and COVID, so

0:53:34.840 --> 0:53:36.839
<v Speaker 1>we don't do very much at all in the way

0:53:36.840 --> 0:53:39.480
<v Speaker 1>of travel. And I used to be five days a

0:53:39.480 --> 0:53:42.359
<v Speaker 1>week and on the train into Manhattan right as we're

0:53:42.440 --> 0:53:45.000
<v Speaker 1>doing business. I haven't been in New York City three

0:53:45.040 --> 0:53:49.439
<v Speaker 1>times in three years really something else. And so I'm

0:53:49.480 --> 0:53:52.239
<v Speaker 1>delighted to be here today. But in our family, I

0:53:52.239 --> 0:53:55.200
<v Speaker 1>have to drive in and then turn around and drive back,

0:53:55.680 --> 0:53:57.279
<v Speaker 1>and as you know, the traffic has done all that

0:53:57.400 --> 0:54:00.120
<v Speaker 1>convenience so on and song, But things like that have

0:54:00.200 --> 0:54:04.960
<v Speaker 1>been distractions. I've enjoyed the privileged Zoom has made a

0:54:04.960 --> 0:54:07.120
<v Speaker 1>wonderful difference to my life, and I'm sure to most

0:54:07.160 --> 0:54:10.960
<v Speaker 1>other people. The freedom to be able to do repeat

0:54:11.040 --> 0:54:16.000
<v Speaker 1>messages and communication in a serious way through Zoom has

0:54:16.000 --> 0:54:20.200
<v Speaker 1>really been terrific. The third thing is I've got a

0:54:21.680 --> 0:54:23.719
<v Speaker 1>real be in my bunnet that i want to be

0:54:23.760 --> 0:54:26.279
<v Speaker 1>able to try to be helpful to people, and so

0:54:26.800 --> 0:54:32.160
<v Speaker 1>doing investment advice is just as easy for me located

0:54:32.160 --> 0:54:36.360
<v Speaker 1>where I am. Once you make the communication contact works,

0:54:36.360 --> 0:54:39.720
<v Speaker 1>I've find and I've really enjoyed being able to provide

0:54:39.760 --> 0:54:43.759
<v Speaker 1>some useful investment advice individuals as were going along. And

0:54:43.760 --> 0:54:48.400
<v Speaker 1>then the the third thing is I've been quite active

0:54:48.440 --> 0:54:52.880
<v Speaker 1>in writing. I've written for the Financial Times several different pieces,

0:54:52.960 --> 0:54:56.520
<v Speaker 1>and I've written a couple of different books. I've got

0:54:56.560 --> 0:54:59.800
<v Speaker 1>three books in the process of coming out. Some have

0:55:00.000 --> 0:55:03.040
<v Speaker 1>I've been busy, Yeah, I've been busy. So so one

0:55:03.080 --> 0:55:04.800
<v Speaker 1>of the things I won't always like to ask people

0:55:05.040 --> 0:55:09.560
<v Speaker 1>is about their mentors who helped shape your career. Well,

0:55:09.600 --> 0:55:12.680
<v Speaker 1>the most important person probably is Nellie Walsh, my sixth

0:55:12.719 --> 0:55:18.200
<v Speaker 1>grade school teacher, who called me on their carpet one day,

0:55:18.200 --> 0:55:20.520
<v Speaker 1>and I was terribly surprised because I thought I was

0:55:20.560 --> 0:55:24.800
<v Speaker 1>doing just the right thing. And she said, you were

0:55:24.840 --> 0:55:28.000
<v Speaker 1>wrestling with Peter Neely, weren't you. Well, I was, but

0:55:28.120 --> 0:55:31.000
<v Speaker 1>that's because of I couldn't get him to stop throwing

0:55:31.000 --> 0:55:33.480
<v Speaker 1>the snowballs with cinders in him at the little kids,

0:55:33.520 --> 0:55:35.120
<v Speaker 1>and he was picking on the little kids, and I

0:55:35.120 --> 0:55:40.000
<v Speaker 1>didn't think that was fair. And she said, Charles never

0:55:40.040 --> 0:55:43.520
<v Speaker 1>called me Charlie always Charles, I think more of you.

0:55:44.040 --> 0:55:47.040
<v Speaker 1>I expect more of you than you would lower yourself

0:55:47.120 --> 0:55:50.839
<v Speaker 1>to the likes of Peter Neely. You may go. And

0:55:51.040 --> 0:55:55.560
<v Speaker 1>ever since then I've been held to a higher account,

0:55:55.960 --> 0:56:00.719
<v Speaker 1>higher standard, higher expectation in every way to be responsive

0:56:00.760 --> 0:56:04.400
<v Speaker 1>to Nellie Walsh. But and more serious people in the

0:56:04.440 --> 0:56:08.200
<v Speaker 1>investment world. Uh Joe Lasser, who was the director of

0:56:08.200 --> 0:56:12.440
<v Speaker 1>research at Worth time, a traditional Wall Street firm. He

0:56:12.680 --> 0:56:17.800
<v Speaker 1>believed deeply in security analysis and was a very strong

0:56:17.840 --> 0:56:20.480
<v Speaker 1>advocate of the c f A program, and so he

0:56:20.560 --> 0:56:23.560
<v Speaker 1>got me and a group of us in our training

0:56:23.600 --> 0:56:25.799
<v Speaker 1>group to take the c f A exam as soon

0:56:25.840 --> 0:56:30.719
<v Speaker 1>as we could. That was an important break breakaway time.

0:56:31.520 --> 0:56:35.320
<v Speaker 1>H Another would be Collier Kroma, was a terrific professor

0:56:35.400 --> 0:56:38.719
<v Speaker 1>of investment management at Harvard Business School, and enjoyed very

0:56:38.800 --> 0:56:43.840
<v Speaker 1>much working with him. You could argue also Ben Graham

0:56:43.960 --> 0:56:47.279
<v Speaker 1>and David Dodd because of their wonderful book Security Analysis,

0:56:47.680 --> 0:56:52.280
<v Speaker 1>which was the first affirmation of professionalism in the financial

0:56:52.320 --> 0:56:57.759
<v Speaker 1>analysis and securities pricing industry. UH and it really made

0:56:57.760 --> 0:57:00.000
<v Speaker 1>a big difference to me. One of the great privilege

0:57:00.000 --> 0:57:02.960
<v Speaker 1>bages of my life was to work when I was

0:57:03.560 --> 0:57:07.120
<v Speaker 1>working in Wall Street and then working for Grunch Associates

0:57:07.160 --> 0:57:11.319
<v Speaker 1>for thirty years, working all day, every day with some

0:57:11.400 --> 0:57:14.560
<v Speaker 1>of the smartest, most capable people in the world. And

0:57:14.640 --> 0:57:18.439
<v Speaker 1>they were all involved in investment management, and if any

0:57:18.520 --> 0:57:22.320
<v Speaker 1>one of them competed, all the others competed, and they

0:57:22.320 --> 0:57:25.080
<v Speaker 1>all wanted to try to find ways to be better.

0:57:25.360 --> 0:57:27.840
<v Speaker 1>And they were all willing to tell you any insights

0:57:27.880 --> 0:57:30.920
<v Speaker 1>that they had, and they're all willing to provide a

0:57:31.080 --> 0:57:35.720
<v Speaker 1>chorus of teachers and guidance in terms of what's going

0:57:35.760 --> 0:57:39.720
<v Speaker 1>on in investment management, and for me, that's really the

0:57:39.720 --> 0:57:43.520
<v Speaker 1>most important single place for learning that I had, And

0:57:43.680 --> 0:57:47.400
<v Speaker 1>what a privilege all day every day to be with

0:57:47.440 --> 0:57:50.000
<v Speaker 1>the smartest people in the room who were trying to

0:57:50.040 --> 0:57:53.120
<v Speaker 1>figure out investment management. And when you add it all together,

0:57:53.240 --> 0:57:56.840
<v Speaker 1>you realize they're competing with themselves and they're not going

0:57:56.840 --> 0:57:59.960
<v Speaker 1>to be able to beat each other on a systematic

0:58:00.000 --> 0:58:03.880
<v Speaker 1>and regular basis, and boys, that make a big difference

0:58:03.920 --> 0:58:06.160
<v Speaker 1>to your way of thinking. So you mentioned Graham and

0:58:06.240 --> 0:58:10.000
<v Speaker 1>dot and their books on on security analysis. Tell us

0:58:10.000 --> 0:58:12.960
<v Speaker 1>some of your over other favorites, and what else you've

0:58:13.000 --> 0:58:15.400
<v Speaker 1>been reading more recently, Well more recently, I have to

0:58:15.400 --> 0:58:18.120
<v Speaker 1>tell you I haven't found a book on investment management

0:58:18.160 --> 0:58:21.400
<v Speaker 1>that I thought was really compelling. Could argue no, Come on,

0:58:21.480 --> 0:58:25.120
<v Speaker 1>there is a very recent book that's the new edition

0:58:25.720 --> 0:58:29.480
<v Speaker 1>of an established book. Bert Malkiel's Random Walk Down Wall

0:58:29.520 --> 0:58:31.840
<v Speaker 1>Street has got to be one of the best books

0:58:31.840 --> 0:58:34.520
<v Speaker 1>that's ever been written about investment management and about the

0:58:34.560 --> 0:58:38.520
<v Speaker 1>markets and how to think about them. Uh. Wonderful guy

0:58:38.680 --> 0:58:42.440
<v Speaker 1>and a wonderful book and has done so much for

0:58:42.480 --> 0:58:45.240
<v Speaker 1>so many people. Then if you look at other books

0:58:45.280 --> 0:58:48.040
<v Speaker 1>that I would like to read, then their tend towards

0:58:48.200 --> 0:58:53.840
<v Speaker 1>history biography, and I'm always looking for suggestions of more

0:58:53.880 --> 0:58:56.200
<v Speaker 1>books to read in that general field, because I think

0:58:56.240 --> 0:58:59.200
<v Speaker 1>you learned so much about the way human beings do

0:58:59.400 --> 0:59:02.040
<v Speaker 1>things if you study about them, study about them, and

0:59:02.040 --> 0:59:04.840
<v Speaker 1>study about them. And so I'm a nut for trying

0:59:04.840 --> 0:59:08.840
<v Speaker 1>to learn from others. I like the suggestions what sort

0:59:08.840 --> 0:59:11.920
<v Speaker 1>of advice would you give to a recent college graduate

0:59:12.240 --> 0:59:16.240
<v Speaker 1>who is thinking about a career in investment management? Here,

0:59:16.280 --> 0:59:18.959
<v Speaker 1>I have a very strong opinion that you should think

0:59:19.080 --> 0:59:23.040
<v Speaker 1>very candidly about why you're interested. We all know, for

0:59:23.040 --> 0:59:25.840
<v Speaker 1>an example, that it's a very well paid line of work.

0:59:26.760 --> 0:59:29.640
<v Speaker 1>Most people don't really appreciate how well paid it is,

0:59:29.720 --> 0:59:33.680
<v Speaker 1>but it is wonderfully well paid. Secondly, you don't have

0:59:33.760 --> 0:59:37.760
<v Speaker 1>to retire at six. In fact, many people work into

0:59:37.800 --> 0:59:42.760
<v Speaker 1>their seventies. Many people even work into their eighties. At five,

0:59:42.840 --> 0:59:47.400
<v Speaker 1>I'm still working in the visitors. I just very wonderful

0:59:47.480 --> 0:59:50.880
<v Speaker 1>privilege of not having to stop work at some arbitrary

0:59:50.960 --> 0:59:55.520
<v Speaker 1>date like sixty five or sixty. Now, that's a characteristic

0:59:55.880 --> 1:00:00.240
<v Speaker 1>when you look at the lifetime compensation of being in

1:00:00.280 --> 1:00:03.040
<v Speaker 1>the markets all the time and free to pick any

1:00:03.040 --> 1:00:06.840
<v Speaker 1>time you want to to pick a stock individually. That

1:00:06.920 --> 1:00:09.960
<v Speaker 1>can be for some people a very attractive characteristics. So

1:00:10.400 --> 1:00:15.000
<v Speaker 1>if you'd like to make some substantial financial success, that's

1:00:15.000 --> 1:00:19.480
<v Speaker 1>one reason. If that's your motivation, I think you're in

1:00:19.520 --> 1:00:24.440
<v Speaker 1>trouble because yes, of course you will make a substantial

1:00:24.440 --> 1:00:29.400
<v Speaker 1>amount of income, but it's not the most important part

1:00:29.400 --> 1:00:31.920
<v Speaker 1>of your life. When you get to the end of

1:00:32.000 --> 1:00:34.600
<v Speaker 1>life and you're off standing in front of St. Peter

1:00:34.720 --> 1:00:37.240
<v Speaker 1>at the Pearly Gates and he said, well, you had

1:00:37.280 --> 1:00:39.919
<v Speaker 1>your life. You were very lucky to be born at all.

1:00:40.480 --> 1:00:44.000
<v Speaker 1>But there you were, and you chose the investment management world.

1:00:44.440 --> 1:00:48.480
<v Speaker 1>What did you really do during that that you're proud of?

1:00:49.760 --> 1:00:51.720
<v Speaker 1>I made a lot of money. That's not a good

1:00:51.760 --> 1:00:56.800
<v Speaker 1>answer to a really great question. So be sure that

1:00:56.920 --> 1:01:00.120
<v Speaker 1>if you're going into the investment management field that you know.

1:01:00.280 --> 1:01:01.600
<v Speaker 1>Is it because you want to make a lot of

1:01:01.640 --> 1:01:04.240
<v Speaker 1>money or is it because you like the idea of

1:01:04.280 --> 1:01:06.680
<v Speaker 1>competing all the time with some of the smartest, most

1:01:06.680 --> 1:01:09.760
<v Speaker 1>hard working people in the world, which could be a

1:01:09.880 --> 1:01:13.080
<v Speaker 1>terrific motivator and you can understand. Or is it because

1:01:13.080 --> 1:01:15.600
<v Speaker 1>you want to serve people and help them with what

1:01:15.640 --> 1:01:19.440
<v Speaker 1>they're trying to figure out about what they want to accomplish.

1:01:19.920 --> 1:01:22.560
<v Speaker 1>If you're the latter group, then you're going to be

1:01:22.600 --> 1:01:25.920
<v Speaker 1>in a profession and you will also get paid well,

1:01:26.240 --> 1:01:29.280
<v Speaker 1>but your compensation will come primarily from being good at

1:01:29.280 --> 1:01:33.160
<v Speaker 1>the profession that lasts a lifetime. But you have to

1:01:33.160 --> 1:01:36.840
<v Speaker 1>be clear about what is your motivation? Really really very

1:01:36.880 --> 1:01:39.880
<v Speaker 1>interesting and our final question, what do you know about

1:01:39.960 --> 1:01:43.760
<v Speaker 1>the world of finance and investing in Wall Street today

1:01:43.800 --> 1:01:46.520
<v Speaker 1>that you wish you knew fifty or so years ago.

1:01:48.480 --> 1:01:51.560
<v Speaker 1>You know, it's pretty obvious in a way. I wish

1:01:51.600 --> 1:01:55.840
<v Speaker 1>I'd understood how much change was going to take place

1:01:55.960 --> 1:02:01.440
<v Speaker 1>in the investment management activity and field computers, for an example,

1:02:02.080 --> 1:02:06.080
<v Speaker 1>when I first got started, there were no computers being used,

1:02:06.160 --> 1:02:08.840
<v Speaker 1>or maybe in the back office, but they were clunky

1:02:09.000 --> 1:02:12.560
<v Speaker 1>kinds of operations. And the idea that there would be

1:02:12.680 --> 1:02:17.360
<v Speaker 1>the transformation of information that worldwide is available to you

1:02:17.480 --> 1:02:22.880
<v Speaker 1>instantaneously through Mike Bloomberg's wonderful invention the terminal, that the

1:02:22.920 --> 1:02:27.280
<v Speaker 1>Bloomberg terminal has transformed the world of information gathering. The

1:02:27.320 --> 1:02:31.760
<v Speaker 1>Internet has transformed the world of information gathering, and as

1:02:31.760 --> 1:02:36.760
<v Speaker 1>a consequence, the world of investing is now worldwide and

1:02:37.360 --> 1:02:40.400
<v Speaker 1>everybody in the world is competing with everybody else in

1:02:40.440 --> 1:02:45.120
<v Speaker 1>the world in the investment management field. So UH, I

1:02:45.160 --> 1:02:48.920
<v Speaker 1>wish I'd understood how dramatic a change there would be,

1:02:48.920 --> 1:02:50.760
<v Speaker 1>because it would make a big difference to if you

1:02:50.800 --> 1:02:53.800
<v Speaker 1>had understood that you have the forces of change working

1:02:53.840 --> 1:02:56.880
<v Speaker 1>for you, and you could have made a completely different

1:02:56.880 --> 1:03:01.200
<v Speaker 1>transformation of life. Quite fascinating. Charlie, thank you for being

1:03:01.200 --> 1:03:04.560
<v Speaker 1>so generous with your time. We have been speaking with

1:03:04.680 --> 1:03:09.000
<v Speaker 1>Charlie Ellis, author of the new book Inside Vanguard, Leadership

1:03:09.040 --> 1:03:12.440
<v Speaker 1>Secrets from the company that continues to rewrite the rules

1:03:12.560 --> 1:03:16.080
<v Speaker 1>of investing business. If you enjoy this conversation, be sure

1:03:16.120 --> 1:03:18.840
<v Speaker 1>and check out any of the previous four hundred and

1:03:18.880 --> 1:03:22.800
<v Speaker 1>seventy podcasts we've done over the past eight years. You

1:03:22.840 --> 1:03:27.040
<v Speaker 1>can find those at iTunes, Spotify, YouTube, wherever you get

1:03:27.040 --> 1:03:30.160
<v Speaker 1>your favorite podcast from. UH be sure and sign up

1:03:30.240 --> 1:03:33.560
<v Speaker 1>for my daily reading list at rid Halts dot com.

1:03:33.680 --> 1:03:37.120
<v Speaker 1>Follow me on Twitter at rit Halts. You can follow

1:03:37.280 --> 1:03:42.040
<v Speaker 1>all of the Bloomberg podcasts at Podcasts on Twitter. I

1:03:42.080 --> 1:03:44.240
<v Speaker 1>would be remiss if I did not thank the crack

1:03:44.360 --> 1:03:48.320
<v Speaker 1>team that helps with these conversations together each week. Justin

1:03:48.400 --> 1:03:51.920
<v Speaker 1>Milner is my audio engineer. Atica val bron is my

1:03:52.040 --> 1:03:56.400
<v Speaker 1>project manager. Paris Wald is my producer. Sean Russo is

1:03:56.400 --> 1:04:00.200
<v Speaker 1>my head of research. I'm Barry rit Halts. You been

1:04:00.240 --> 1:04:03.480
<v Speaker 1>listening to Masters in Business on Bloomberg Radio.