WEBVTT - Michael Ervolini on Separating Skill From Luck

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<v Speaker 1>Welcome to Inside Active, a podcast about active managers that

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<v Speaker 1>goes beyond sound bites and headlines and looks deeper into

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<v Speaker 1>their processes, challenges, and philosophies and security selection. I'm David

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<v Speaker 1>cone I, lead mutual fund and active Research at Bloomberg Intelligence.

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<v Speaker 1>Selecting active managers has been one of the biggest challenges

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<v Speaker 1>in investing. While performance, risk, attribution, and other portfolio metrics

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<v Speaker 1>can tell us how fun performed, they don't necessarily tell

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<v Speaker 1>us whether that performance was the result of repeatable skill

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<v Speaker 1>or simply favorable market conditions. For institutional investors, consultants, and

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<v Speaker 1>financial advisors, separating genuine investment skill from luck remains one

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<v Speaker 1>of the industry's most difficult and most important questions. Recent

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<v Speaker 1>advances in portfolio analytics are challenging some long held assumption

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<v Speaker 1>about how active managers should be evaluated. Rather than focusing

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<v Speaker 1>primarily on investment outcomes, a growing body of research suggests

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<v Speaker 1>investors may gain deeper insights by examining the decision makers,

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<v Speaker 1>what they buy, what they sell, how they seize positions,

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<v Speaker 1>and how consistently those decisions add value over time. So

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<v Speaker 1>today I wanted to explore how investors should think about

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<v Speaker 1>measuring manager's skill, why traditional performance metrics may not tell

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<v Speaker 1>the full story, and whether a more decision based approach

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<v Speaker 1>could improve active manager selection. So join me to discuss

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<v Speaker 1>that is Michael Ervolini, author of Skill Versus Luck taking

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<v Speaker 1>the guests out of Equity fund selection. Mike, thanks for

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<v Speaker 1>joining me today.

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<v Speaker 2>It's a pleasure, David, and I appreciate the opportunity to

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<v Speaker 2>speak with you and your audience great.

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<v Speaker 1>So what problem were you trying to solve when you

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<v Speaker 1>wrote this book Skill Versus Luck?

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<v Speaker 2>Fundamentally, it was helping the industry overcome conventional thinking. It's

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<v Speaker 2>a challenge in every industry trying to move forward rather

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<v Speaker 2>than holding fast to the current activities and beliefs we have.

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<v Speaker 2>And as you mentioned in your intro, there's quite a

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<v Speaker 2>few activities going on right now where people are using

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<v Speaker 2>decision based analytics to give better insights into manager skill.

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<v Speaker 2>That area hasn't received as much traction as it needs,

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<v Speaker 2>and so in writing the book, I was hoping to

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<v Speaker 2>stimulate an industry wide conversation about why we need to

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<v Speaker 2>go beyond outcome based analytics and look at decision based

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<v Speaker 2>analytics in combination so that people can get a deeper

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<v Speaker 2>and richer understanding of what skills are driving the fund results,

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<v Speaker 2>what skills are persistent, and all of that can allow

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<v Speaker 2>investors to be more confident in selecting managers that have

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<v Speaker 2>a greater likelihood of outperforming in the future. And really

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<v Speaker 2>that's what cation decisions are all about, is who you

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<v Speaker 2>want to give your money to in order to get

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<v Speaker 2>better returns going forward.

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<v Speaker 1>So you're the title of the book kind of suggests

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<v Speaker 1>we consistently are constantly confused luck with skill. Why do

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<v Speaker 1>you think intelligent people make that mistake so often?

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<v Speaker 2>Well, two points on that one is I really believe

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<v Speaker 2>that skill and luck are just opposite ends of a continuum,

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<v Speaker 2>and so when a fund manager has more skill, they're

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<v Speaker 2>less dependent upon luck for their results. So that's part

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<v Speaker 2>one is skill and luck are involved in every decision.

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<v Speaker 2>You just want managers that are more skilled. But a

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<v Speaker 2>more specific answer to your question is, when you're making

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<v Speaker 2>decisions using conventional analytics, they bring you to the threshold

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<v Speaker 2>of understanding skill, but then you need to make a jump.

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<v Speaker 2>You need to overinterpret the results or see in them

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<v Speaker 2>something that you want to see. In other words, you

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<v Speaker 2>have to guess a little bit. And I think because

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<v Speaker 2>of that inadequacy of conventional analytics at addressing skill it

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<v Speaker 2>makes it hard to figure out which managers are skilled

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<v Speaker 2>and which aren't, and that has been plaguing the industry

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<v Speaker 2>for a while. It continues to do so. But I

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<v Speaker 2>have worked with institutional investors in particular who've been using

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<v Speaker 2>decision based analytics, and their ability to sort out superior

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<v Speaker 2>managers has improved as a result of this. So we

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<v Speaker 2>can get past this. But most of the confusion has

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<v Speaker 2>to do with working with inferior analytics as opposed to

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<v Speaker 2>people not trying their best.

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<v Speaker 1>So do you think we're kind of wired to judge

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<v Speaker 1>outcomes rather than decisions.

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<v Speaker 2>Yeah. One of the confusions that we have is how

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<v Speaker 2>we make decisions. And what is not commonly understood is

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<v Speaker 2>that more than ninety five percent the decisions we make

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<v Speaker 2>every day are made completely automatically by our unconscious and

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<v Speaker 2>so a lot of what's happening, whether it's a buying

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<v Speaker 2>a stock, picking a manager, or ordering something off the menu,

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<v Speaker 2>these automatic decisions generally work. But they only work really

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<v Speaker 2>well where there's been great feedback about how good the

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<v Speaker 2>decision is and how good the outcome has been. And

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<v Speaker 2>so in that automatic decision environment. When you're using outcome

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<v Speaker 2>based analytics, you see in them what you want, and

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<v Speaker 2>so I think when asset owners or allocators are shown

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<v Speaker 2>decision based results against outcome based results, they can take

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<v Speaker 2>the best of both. But lacking any kind of decision

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<v Speaker 2>based analytics and using only outcome based analytics, our natural

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<v Speaker 2>instinct is to see in those results something that seems

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<v Speaker 2>reason and often what we see is completely wrong.

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<v Speaker 1>Okay, and you know you redefine skill as the combined

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<v Speaker 1>effect of expert judgment and investment processes. Why did you

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<v Speaker 1>feel the industry needed a new definition?

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<v Speaker 2>Well, I think partly is because we had been looking

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<v Speaker 2>at skill the wrong way. We've been looking at it

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<v Speaker 2>as outcomes, and when you look at that, it's hard

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<v Speaker 2>to figure out what's in there. So if we're going

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<v Speaker 2>to look at decisions, then we want to focus on

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<v Speaker 2>what is it the manager brings to the fund and

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<v Speaker 2>the manager brings to qualities, their expert judgment and their

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<v Speaker 2>investment process, and that's what they should be judged on.

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<v Speaker 2>And fortunately, decision based analytics can allow you to rigorously

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<v Speaker 2>evaluate and quantify both of those elements judgment and process,

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<v Speaker 2>and when you understand them well you can then get

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<v Speaker 2>a sense of how consistently good the men is making buying, selling,

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<v Speaker 2>sizing decisions, and using that, I think what we've seen

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<v Speaker 2>in the industry is that people then have more confidence

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<v Speaker 2>that the manager they're working with, well not perfect, has

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<v Speaker 2>a better than average chance about performing going forward.

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<v Speaker 1>So then how do you actually separate you know, a

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<v Speaker 1>good decision from a lucky outcome, Like, how do you

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<v Speaker 1>go in and do that?

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<v Speaker 2>Well, there's always going to be some luck. Okay, that's

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<v Speaker 2>just we'll call that the market.

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<v Speaker 1>You know, if you were.

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<v Speaker 2>Lucky enough to buy the Magnificent seven some years ago

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<v Speaker 2>and overweight them extensively, part of that was a good decision,

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<v Speaker 2>and part of that is they've just done remarkably well.

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<v Speaker 2>So there's a little bit of luck, or if your

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<v Speaker 2>style is in favor and so forth. But given that

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<v Speaker 2>we can look at individual decisions, let's say a buying decision.

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<v Speaker 2>What we can do is over a period of time,

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<v Speaker 2>we use ten years just for easy number. We look

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<v Speaker 2>at every position that was purchased over that ten year period,

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<v Speaker 2>and then we evaluate, independently from how the manager sized

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<v Speaker 2>a position or when they sold it, on average, how

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<v Speaker 2>did those positions do in aggregate that they generate excess

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<v Speaker 2>return or not on their own. And so we can

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<v Speaker 2>do that for sizing, we can do that for adding

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<v Speaker 2>on the way up, adding on the way down. We

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<v Speaker 2>can look at decisions broadly or very very narrowly, and

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<v Speaker 2>the idea is to isolate individual types of decisions and

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<v Speaker 2>evaluate if they, on average are helping to generate more

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<v Speaker 2>excess return or in fact are taking away excess return,

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<v Speaker 2>which is obviously a negative skill.

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<v Speaker 1>Okay, and you know, one of the most interesting concepts

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<v Speaker 1>I think in the book is the counterfactual portfolio. Can

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<v Speaker 1>you kind of explain that idea and plan English.

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<v Speaker 2>Sure, a counterfactual portfolio is simply a copy of the

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<v Speaker 2>actual portfolio, but then one decision type is adjusted to

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<v Speaker 2>understand its impact on the portfolio. So a very straightforward

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<v Speaker 2>example is this, there's a fund where the manager periodically

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<v Speaker 2>purchases stocks that are outside the benchmark of the fund,

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<v Speaker 2>and presumably these out of benchmark purchases are intended to

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<v Speaker 2>generate excess return or alpha. Well, one way to evaluate

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<v Speaker 2>that is to create a copy of the fund and

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<v Speaker 2>then go through it every day, and whenever the manager

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<v Speaker 2>buys a position that's outside the benchmark. Just simply eliminate

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<v Speaker 2>that from the copy or the counterfactual. And so when

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<v Speaker 2>you're done doing that exercise, the counterfactual portfolio on every

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<v Speaker 2>single day owns exactly what's in the actual portfolio, except

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<v Speaker 2>it doesn't own any out of benchmark positions. And now

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<v Speaker 2>with that counterfactual portfolio, you generate its returns and its

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<v Speaker 2>excess return. You can do information ratios, whatever metrics you want,

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<v Speaker 2>and compare those to the actual. Now, if we're looking

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<v Speaker 2>at relative return, if the actual portfolio has a higher

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<v Speaker 2>relative return than the counterfactual, that tells us owning those

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<v Speaker 2>out of benchmark positions really helped it generated more excess return. Conversely,

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<v Speaker 2>if the actual portfolio underperforms the counterfactual, it tells us

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<v Speaker 2>that owning those out of benchmark positions actually hurt the results.

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<v Speaker 2>So that's the idea of a counterfactual. You take one

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<v Speaker 2>decision type at a time, you either eliminate it or

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<v Speaker 2>alter it, and then compare it back to the actual

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<v Speaker 2>and that way you're able to see whether specific decisions

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<v Speaker 2>are additive or detracting from overall success in the fund.

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<v Speaker 1>Now it makes sense, it makes a lot of sense.

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<v Speaker 1>It's really interesting. You know. I also couldn't help but

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<v Speaker 1>think that, you know, what you're looking at applies even

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<v Speaker 1>beyond investing. Do you think your framework could be used

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<v Speaker 1>to evaluate, you know, even CEOs or even sports coaches.

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<v Speaker 2>I'm not sure I've thought about that. It's possible. It

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<v Speaker 2>definitely was meant to be used across any publicly treated

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<v Speaker 2>asset type, that's for sure, so option swaps, fixed income.

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<v Speaker 2>But beyond that, we've never tackled anything like that, So

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<v Speaker 2>I'm not sure it's possible, But I'm not sure.

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<v Speaker 1>It's definitely interesting concept. And you know, obviously the biggest,

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<v Speaker 1>you know, one of the biggest criticisms you've had is

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<v Speaker 1>allocators spend way too much time evaluating performance, not enough

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<v Speaker 1>time evaluating decisions. If you were sitting on an investment

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<v Speaker 1>community today, what would you stop measuring and what would

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<v Speaker 1>you start measuring?

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<v Speaker 2>Well, I'm not sure I would stop measuring anything, but

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<v Speaker 2>I would add a whole lot of decision based analytics.

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<v Speaker 2>I would want to know how effective the manager is

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<v Speaker 2>at buying, selling, and sizing, and then I would want

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<v Speaker 2>to look at them from multiple perspectives. I would want

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<v Speaker 2>to look, let's say, ten years again, how good was

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<v Speaker 2>buying over ten years, how good was it year by

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<v Speaker 2>year to see how consistent it was, How good is

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<v Speaker 2>the buying across sectors, to make sure that we're not

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<v Speaker 2>just leaning on a few sectors, but the manager's good

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<v Speaker 2>across the board. And I might want to look at

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<v Speaker 2>it by factor. If there's a certain element in the

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<v Speaker 2>strategy that the managers expressing in their coversations or their

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<v Speaker 2>marketing material about we look for stocks with these characteristics,

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<v Speaker 2>I would want to use those factors to evaluate the

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<v Speaker 2>buying as well. As an example, if the manager says

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<v Speaker 2>they'd like to buy high quality companies, well, we could

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<v Speaker 2>use any number of factors to evaluate the quality of

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<v Speaker 2>a company balance sheet, debt, or whatever we want to

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<v Speaker 2>do and see if in fact, higher quality balance sheet

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<v Speaker 2>companies show up as being the stronger buys in the portfolio.

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<v Speaker 2>So I'd want to do a lot of work like that,

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<v Speaker 2>And when you get to that place, you know that

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<v Speaker 2>the manager is doing what they said they're going to do,

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<v Speaker 2>They're doing it very well every year and over time,

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<v Speaker 2>it's really adding value to the fund. That, in combination

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<v Speaker 2>with conventional analytics, allows you to know that over the

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<v Speaker 2>past few years the results have been great too. The

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<v Speaker 2>amount of risk taking was not disproportional to the return,

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<v Speaker 2>and they're well within their peer group, and all that

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<v Speaker 2>kind of stuff. All these conventional analytics are important, they

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<v Speaker 2>simply don't provide enough information about skill.

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<v Speaker 1>Okay, you know you obviously spent decades looking at how

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<v Speaker 1>professional investors make decisions. What do you think the biggest

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<v Speaker 1>misconception people have about how decisions are actually made?

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<v Speaker 2>Well, I mentioned one, which is this unconscious bit thinking.

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<v Speaker 2>Recognizing that most of your decisions are unconscious really convinces

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<v Speaker 2>me and a lot of other people that it's imperative

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<v Speaker 2>that you have a strong process because that can arrest

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<v Speaker 2>some of the automatic decision making and make sure that

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<v Speaker 2>you stay in the area where you make your best decisions.

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<v Speaker 2>Another misconception is emotions. We hear frequently, at least I

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<v Speaker 2>have in my career an investor or money manager or

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<v Speaker 2>other profession I will say, well, we take all the

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<v Speaker 2>emotions out of our decision making. We do everything here

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<v Speaker 2>by the numbers. Well, that sounds great, but it's actually impossible.

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<v Speaker 2>What neuroscience tells us is it's literally impossible to make

0:15:14.840 --> 0:15:19.640
<v Speaker 2>a rational choice without emotions. You can add up a

0:15:19.680 --> 0:15:23.800
<v Speaker 2>column of numbers without emotions because there's no judgment involved.

0:15:23.880 --> 0:15:26.200
<v Speaker 2>You're just adding numbers. But when you're trying to make

0:15:26.240 --> 0:15:29.960
<v Speaker 2>a choice, what discount rates to use? What fund am

0:15:30.000 --> 0:15:33.640
<v Speaker 2>I ultimately going to pick for my allocation? What research

0:15:33.680 --> 0:15:35.400
<v Speaker 2>am I going to use to help me get to

0:15:35.440 --> 0:15:41.120
<v Speaker 2>that place? Those choices, you get to difficult spots where

0:15:41.160 --> 0:15:45.040
<v Speaker 2>it's not easy to differentiate one option from another, and

0:15:45.080 --> 0:15:48.920
<v Speaker 2>a little emotional spark is what helps in the tie breakers.

0:15:49.600 --> 0:15:52.520
<v Speaker 2>And so understanding that your emotions play a role in

0:15:52.560 --> 0:15:55.760
<v Speaker 2>your decision making is another reason you want to have

0:15:55.880 --> 0:15:59.040
<v Speaker 2>a good process because it can slow you down and

0:15:59.160 --> 0:16:05.600
<v Speaker 2>allow you to arrest. Automatic decision making allow you to

0:16:05.800 --> 0:16:10.600
<v Speaker 2>harness emotions in a positive way. And when you embrace

0:16:10.680 --> 0:16:14.640
<v Speaker 2>those two concepts and use them to help build your process,

0:16:15.200 --> 0:16:17.680
<v Speaker 2>that result is you get much better decision making.

0:16:18.960 --> 0:16:21.360
<v Speaker 1>Do you think there's you know, a danger we've become

0:16:21.560 --> 0:16:23.960
<v Speaker 1>obsessed with measuring everything, you know, in other words, can

0:16:24.080 --> 0:16:26.040
<v Speaker 1>skill itself become over engineered.

0:16:26.560 --> 0:16:29.160
<v Speaker 2>I think we can overmeasure things. Yeah, we can lose

0:16:29.200 --> 0:16:34.520
<v Speaker 2>sight of what we're really after. And if that happens,

0:16:35.160 --> 0:16:37.480
<v Speaker 2>it's because we didn't have a good plan going in.

0:16:38.120 --> 0:16:40.240
<v Speaker 2>You know, we have to understand why we're measuring skill

0:16:40.280 --> 0:16:42.000
<v Speaker 2>and what we want to come out of it. But

0:16:42.080 --> 0:16:46.960
<v Speaker 2>I will caution this frequently, the fear of overmeasurement can

0:16:47.000 --> 0:16:50.320
<v Speaker 2>be used as an argument to hang onto convention, to

0:16:50.480 --> 0:16:53.280
<v Speaker 2>not take a step forward to state where we are

0:16:53.280 --> 0:16:57.880
<v Speaker 2>more comfortable in presenting these analytics. To some fund managers,

0:16:58.480 --> 0:17:01.560
<v Speaker 2>sometimes the pushback is, well, you know, I don't want

0:17:01.560 --> 0:17:04.200
<v Speaker 2>you coming in and messing up what I'm doing now. Well,

0:17:04.320 --> 0:17:06.879
<v Speaker 2>so I don't want to see this stuff now. I

0:17:06.880 --> 0:17:10.640
<v Speaker 2>think there's a little fear in there about learning what

0:17:10.680 --> 0:17:12.879
<v Speaker 2>you do well and what you don't. So there's a

0:17:12.920 --> 0:17:16.639
<v Speaker 2>balance point. Yes, we can't go overboard and measure too

0:17:16.720 --> 0:17:20.320
<v Speaker 2>much or follow analytics too far, because no analytic is perfect.

0:17:21.000 --> 0:17:26.359
<v Speaker 2>But reasonable people can take on new analytics and learn

0:17:26.400 --> 0:17:28.639
<v Speaker 2>to make better decisions. And that's what it's all about.

0:17:28.680 --> 0:17:33.480
<v Speaker 2>Being proportional, being reasonable and understanding that the purpose here

0:17:33.520 --> 0:17:36.359
<v Speaker 2>is to make better decisions, not just to measure things

0:17:36.440 --> 0:17:39.560
<v Speaker 2>or to follow analytics one hundred percent.

0:17:40.560 --> 0:17:44.320
<v Speaker 1>You know your approach depends on analyzing thousands of decisions.

0:17:44.560 --> 0:17:47.280
<v Speaker 1>Could someone argue that investing is still too uncertain to

0:17:47.320 --> 0:17:48.080
<v Speaker 1>isolate skill.

0:17:49.160 --> 0:17:54.360
<v Speaker 2>I don't think so now, because I myself have been

0:17:54.359 --> 0:17:58.560
<v Speaker 2>involved in analyzing four or five six hundred funds, and

0:17:58.600 --> 0:18:01.600
<v Speaker 2>there's no question that skill can be measured. And there

0:18:01.600 --> 0:18:05.560
<v Speaker 2>are other companies out there that have collectively looked at

0:18:06.000 --> 0:18:11.000
<v Speaker 2>perhaps eight or nine thousand funds, and so skill can

0:18:11.040 --> 0:18:14.320
<v Speaker 2>be measured, can be isolated, can be quantified. It's done

0:18:14.320 --> 0:18:18.320
<v Speaker 2>differently by different analytics shops, but there's no question that

0:18:18.359 --> 0:18:23.560
<v Speaker 2>can be isolated. It simply can't be done using conventional analytics.

0:18:23.960 --> 0:18:27.359
<v Speaker 1>Okay, you know Warren Buffett has said that you know,

0:18:27.440 --> 0:18:31.480
<v Speaker 1>temperament matters more than IQ. Does your framework capture qualities

0:18:31.520 --> 0:18:35.200
<v Speaker 1>like patients, discipline, conviction or is it only you know,

0:18:35.280 --> 0:18:36.520
<v Speaker 1>kind of measurable decisions.

0:18:37.320 --> 0:18:42.320
<v Speaker 2>No, In fact, it can help you determine some of

0:18:42.359 --> 0:18:49.200
<v Speaker 2>those things. One example, let's say patients. Okay, we could

0:18:49.240 --> 0:18:54.040
<v Speaker 2>look at when a manager is buys stocks and they

0:18:54.080 --> 0:18:59.160
<v Speaker 2>take off relatively early after purchase. Does the manager hang

0:18:59.200 --> 0:19:03.640
<v Speaker 2>on to them or does the manager sell them far

0:19:03.720 --> 0:19:06.600
<v Speaker 2>too quickly and give up a lot of alpha. Now

0:19:06.600 --> 0:19:10.960
<v Speaker 2>there's a patience issue. So by looking at new winners

0:19:11.520 --> 0:19:14.639
<v Speaker 2>and evaluating whether they're being sold too quickly or not,

0:19:15.040 --> 0:19:19.120
<v Speaker 2>that's a way of getting into patients conviction. We can

0:19:19.160 --> 0:19:21.879
<v Speaker 2>look at when positions are purchased and maybe in the

0:19:21.920 --> 0:19:26.560
<v Speaker 2>first few months they take a dip in price. Sometimes

0:19:26.720 --> 0:19:30.000
<v Speaker 2>an early dip in price is an indication that the

0:19:30.040 --> 0:19:33.359
<v Speaker 2>manager bought a bad stock. Other times it's just that

0:19:33.440 --> 0:19:36.080
<v Speaker 2>the market has had a bad reaction to that company,

0:19:36.320 --> 0:19:39.640
<v Speaker 2>but the fundamentals really haven't changed, and more often than not,

0:19:39.800 --> 0:19:42.960
<v Speaker 2>those stocks are going to bounce back. And by evaluating

0:19:43.040 --> 0:19:47.280
<v Speaker 2>that behavior, we can see whether the manager has sufficient

0:19:47.359 --> 0:19:51.400
<v Speaker 2>conviction in stocks that wiggle a little bit right after

0:19:51.400 --> 0:19:54.919
<v Speaker 2>they're purchased, but ultimately do really, really well. So we

0:19:55.000 --> 0:19:59.120
<v Speaker 2>can look for behavioral kinds of aspects in the manager

0:20:00.440 --> 0:20:01.920
<v Speaker 2>looking at the decisions they make.

0:20:02.600 --> 0:20:05.080
<v Speaker 1>Okay, you know another thing that you know kind of

0:20:05.080 --> 0:20:07.560
<v Speaker 1>really jumped out was that you know you've concluded that

0:20:07.600 --> 0:20:10.280
<v Speaker 1>buying is usually the biggest drive of alpha. Why do

0:20:10.320 --> 0:20:13.960
<v Speaker 1>you think buying is more important than selling. Well, if

0:20:13.960 --> 0:20:14.320
<v Speaker 1>you're not.

0:20:14.280 --> 0:20:17.040
<v Speaker 2>A good buyer, you're basically starting out in a hole,

0:20:18.240 --> 0:20:20.840
<v Speaker 2>and it's hard to sell your way out of a

0:20:20.920 --> 0:20:24.640
<v Speaker 2>hole and generate alpha. It can be done, but it's

0:20:24.720 --> 0:20:28.320
<v Speaker 2>really hard. But if you start out buying good stocks,

0:20:29.119 --> 0:20:31.560
<v Speaker 2>you can have a few mistakes on sizing and selling

0:20:31.880 --> 0:20:35.200
<v Speaker 2>and still do pretty well, so it's just a question

0:20:35.240 --> 0:20:39.840
<v Speaker 2>of starting off on the strongest platform possible. And that's

0:20:39.840 --> 0:20:45.600
<v Speaker 2>with good buying. In general speaking, most successful managers are

0:20:45.720 --> 0:20:48.600
<v Speaker 2>really really good buyers. There's a few that are not,

0:20:49.480 --> 0:20:52.359
<v Speaker 2>but and I can explain why if that's of interest,

0:20:52.400 --> 0:20:55.320
<v Speaker 2>But generally speaking, they're good buyers.

0:20:56.240 --> 0:20:57.840
<v Speaker 1>So that kind of brings me to the next part

0:20:58.000 --> 0:21:00.240
<v Speaker 1>is you know the you argue that selling is probably

0:21:00.320 --> 0:21:03.280
<v Speaker 1>that the industry's weakest skill. You know, and when I

0:21:03.320 --> 0:21:05.639
<v Speaker 1>speak to managers, I always I don't want to know

0:21:05.800 --> 0:21:08.639
<v Speaker 1>just what their buying philosophy is, but you know what

0:21:08.800 --> 0:21:10.720
<v Speaker 1>makes them sell? And so what do you think a

0:21:10.720 --> 0:21:12.720
<v Speaker 1>lot of professionals struggle so much? Was selling?

0:21:13.119 --> 0:21:15.920
<v Speaker 2>It's the least understood. If you were to do a

0:21:16.000 --> 0:21:22.400
<v Speaker 2>quick search on equity investing strategy, everything you.

0:21:22.480 --> 0:21:24.720
<v Speaker 1>Found would be about buying.

0:21:26.640 --> 0:21:31.040
<v Speaker 2>When it so that's the whole industry in academy itself,

0:21:31.600 --> 0:21:36.440
<v Speaker 2>when they think about the strategic decisions inside of equity

0:21:36.480 --> 0:21:39.800
<v Speaker 2>investing or any other asset class, it's generally they're looking

0:21:39.800 --> 0:21:46.040
<v Speaker 2>at buying. Selling is often a discipline. Well, if buying

0:21:46.119 --> 0:21:48.919
<v Speaker 2>is strategic and selling is a discipline, it sort of

0:21:48.960 --> 0:21:52.439
<v Speaker 2>tells you that selling is sort of the orphan of

0:21:52.560 --> 0:21:56.600
<v Speaker 2>thinking in asset management, and so it's not well understood.

0:21:57.320 --> 0:22:00.399
<v Speaker 2>The second thing is what is a good sell. Often

0:22:00.440 --> 0:22:03.560
<v Speaker 2>people believe that a good sell is after I sell

0:22:03.600 --> 0:22:08.400
<v Speaker 2>the stock the price goes down. Well, that's not necessarily

0:22:08.800 --> 0:22:13.200
<v Speaker 2>a good description. A better one is A good sell

0:22:13.960 --> 0:22:19.480
<v Speaker 2>is when you sell a stock and after you sell it,

0:22:19.480 --> 0:22:24.879
<v Speaker 2>its return is less than the fund's average. So, in

0:22:24.880 --> 0:22:27.320
<v Speaker 2>other words, you want to hang onto stocks that can

0:22:27.440 --> 0:22:30.879
<v Speaker 2>lift up the fund average return, and you want to

0:22:30.920 --> 0:22:34.879
<v Speaker 2>sell stocks that will take down the fund's average return,

0:22:37.320 --> 0:22:42.359
<v Speaker 2>meaning that if the market is going down, holding onto

0:22:42.400 --> 0:22:46.560
<v Speaker 2>a stock that only goes down five percent when a

0:22:46.560 --> 0:22:49.200
<v Speaker 2>lot of other stocks are going down ten percent, well

0:22:49.640 --> 0:22:52.000
<v Speaker 2>you shouldn't sell that stock even though it's priced going down.

0:22:52.520 --> 0:22:54.800
<v Speaker 2>So we get confused a little bit about what a

0:22:54.840 --> 0:22:59.000
<v Speaker 2>good sell is. And again it's selling a stock before

0:22:59.119 --> 0:23:02.840
<v Speaker 2>it drags down the average. That's the fundamental test. And

0:23:02.880 --> 0:23:09.080
<v Speaker 2>then the fact that academia and other analytics really don't

0:23:09.119 --> 0:23:13.960
<v Speaker 2>look at selling particularly well. Conventional analytics are really nonexistent

0:23:14.240 --> 0:23:18.280
<v Speaker 2>in their ability to help you understand selling. The decision

0:23:18.320 --> 0:23:21.560
<v Speaker 2>based analytics do a real nice job at looking at

0:23:21.600 --> 0:23:25.080
<v Speaker 2>selling selling when stocks are up selling when stocks are down.

0:23:26.240 --> 0:23:29.680
<v Speaker 2>You can look at selling all different manners and really

0:23:29.760 --> 0:23:34.080
<v Speaker 2>understand it. But most managers do not have good analytics

0:23:34.160 --> 0:23:37.520
<v Speaker 2>to help them understand their selling, and that's why they

0:23:37.560 --> 0:23:40.720
<v Speaker 2>try their best, but they really can't improve it because

0:23:40.720 --> 0:23:41.800
<v Speaker 2>they don't have the right feedback.

0:23:42.320 --> 0:23:44.560
<v Speaker 1>Okay, and you know, if you had to pick one

0:23:44.720 --> 0:23:48.480
<v Speaker 1>investment habit, you know you think every active manager should

0:23:48.480 --> 0:23:50.600
<v Speaker 1>stop doing tomorrow. What do you think that would be?

0:23:51.600 --> 0:23:57.040
<v Speaker 2>Reaching for conviction too quickly? Conviction is an important element.

0:23:58.119 --> 0:24:00.880
<v Speaker 2>When you talk to managers, they talk about it. When

0:24:00.920 --> 0:24:03.640
<v Speaker 2>consultants took the managers, they ask them about their conviction.

0:24:04.080 --> 0:24:08.119
<v Speaker 2>Conviction is a well bandeed word in the industry and

0:24:08.160 --> 0:24:09.119
<v Speaker 2>it's important.

0:24:09.880 --> 0:24:10.520
<v Speaker 1>But what the.

0:24:10.480 --> 0:24:15.440
<v Speaker 2>Research shows is coming to it slowly and allowing it

0:24:15.480 --> 0:24:20.440
<v Speaker 2>to develop, particularly using your analysts, using the investment committee,

0:24:21.359 --> 0:24:26.080
<v Speaker 2>using your research team. Allowing conviction to develop slowly allows

0:24:26.119 --> 0:24:29.959
<v Speaker 2>the manager to be more confident that they're really dealing

0:24:30.000 --> 0:24:33.879
<v Speaker 2>with well airned conviction and not just bluster. And telling

0:24:33.920 --> 0:24:37.600
<v Speaker 2>the difference when you're excited is really really hard. So

0:24:37.680 --> 0:24:40.800
<v Speaker 2>that again brings me back to why process is so important.

0:24:41.520 --> 0:24:45.600
<v Speaker 2>Getting to a discipline process where you can let your

0:24:46.000 --> 0:24:49.800
<v Speaker 2>unconscious do its best job. Let your emotions help you

0:24:49.880 --> 0:24:52.800
<v Speaker 2>as much as they can, but let others in your

0:24:52.880 --> 0:24:57.840
<v Speaker 2>organization offer questions, criticism, or support. All of that allows

0:24:57.880 --> 0:25:03.040
<v Speaker 2>the manager to develop real fiction and make their best decisions.

0:25:03.600 --> 0:25:07.480
<v Speaker 1>Okay, you know we're obviously entering an error where AI

0:25:07.640 --> 0:25:11.639
<v Speaker 1>can analyze enormous amounts of information. Do you think AI

0:25:12.080 --> 0:25:14.560
<v Speaker 1>makes skill more valuable or less valuable?

0:25:16.440 --> 0:25:20.160
<v Speaker 2>Right now? There's no question it makes skill more valuable.

0:25:20.800 --> 0:25:25.040
<v Speaker 2>There's a recent research report from Lauren Cohen out of

0:25:25.080 --> 0:25:28.320
<v Speaker 2>Harvard just came out in the past seven or ten

0:25:28.400 --> 0:25:32.399
<v Speaker 2>days where they use some large language models to mimic

0:25:34.000 --> 0:25:38.480
<v Speaker 2>a number of mutual funds over an extended period of time,

0:25:39.040 --> 0:25:42.040
<v Speaker 2>and what they found out is that these largers language

0:25:42.040 --> 0:25:48.000
<v Speaker 2>models were really really good at anticipating something between seventy

0:25:48.040 --> 0:25:53.600
<v Speaker 2>five and eighty percent of the stocks that the fund

0:25:53.640 --> 0:25:58.400
<v Speaker 2>actually purchased over time. What they also found is that

0:25:59.560 --> 0:26:04.879
<v Speaker 2>the stock the large language models didn't buy were the

0:26:04.880 --> 0:26:09.360
<v Speaker 2>ones that contained most of the alpha. So there's something

0:26:09.480 --> 0:26:15.560
<v Speaker 2>about human judgment at the edge of the marketplace that

0:26:15.960 --> 0:26:20.159
<v Speaker 2>is pretty impressive today. It allows people to really do

0:26:20.240 --> 0:26:24.800
<v Speaker 2>some spectacular stuff. Will that always be the case, I

0:26:24.840 --> 0:26:28.080
<v Speaker 2>don't know, but my sense is markets move so fast,

0:26:29.160 --> 0:26:32.520
<v Speaker 2>humans are always going to have a role to play.

0:26:33.200 --> 0:26:35.639
<v Speaker 2>One other supporting piece of evidence I can offer is

0:26:35.680 --> 0:26:43.280
<v Speaker 2>back in the Great Crash and eight nine, I remember

0:26:43.320 --> 0:26:47.679
<v Speaker 2>being at a conference of chief investment officers and some

0:26:47.800 --> 0:26:52.520
<v Speaker 2>of the risk managers, global risk managers, and what they

0:26:52.520 --> 0:26:55.800
<v Speaker 2>were saying is, at that moment they abandoned their models

0:26:56.240 --> 0:27:00.720
<v Speaker 2>because they weren't trained on such an extreme situation. So

0:27:00.760 --> 0:27:04.359
<v Speaker 2>to the extent things move rapidly and we see extreme

0:27:04.720 --> 0:27:08.199
<v Speaker 2>activities going on, I think humans are going to be

0:27:08.400 --> 0:27:12.440
<v Speaker 2>a little bit smarter because they can see and pull

0:27:12.440 --> 0:27:16.800
<v Speaker 2>things together a little faster today. Again, who knows what's

0:27:16.840 --> 0:27:19.880
<v Speaker 2>going to happen years to come, But right now there's

0:27:19.880 --> 0:27:25.280
<v Speaker 2>some evidence that AI can make humans do even better.

0:27:25.920 --> 0:27:28.520
<v Speaker 2>It's not clear that they can supplant them completely.

0:27:29.200 --> 0:27:31.760
<v Speaker 1>Okay, And kind of on that note or a little bit,

0:27:31.800 --> 0:27:33.600
<v Speaker 1>you know, kind of going away from AI. But you know,

0:27:33.640 --> 0:27:36.320
<v Speaker 1>if we talk about ten years from now, if you

0:27:36.400 --> 0:27:38.560
<v Speaker 1>rewrote this book in ten years, what do you think

0:27:38.600 --> 0:27:39.360
<v Speaker 1>would change.

0:27:40.720 --> 0:27:46.040
<v Speaker 2>Well, my challenge, as I said earlier, is to overcome convention.

0:27:46.359 --> 0:27:49.080
<v Speaker 2>So what would be great to be able to write

0:27:49.280 --> 0:27:54.439
<v Speaker 2>is that overcoming convention was not as hard and didn't

0:27:54.440 --> 0:27:57.000
<v Speaker 2>take as long as I originally thought that would be

0:27:57.040 --> 0:28:00.159
<v Speaker 2>a great thing to be able to write ten years. No,

0:28:00.840 --> 0:28:07.280
<v Speaker 2>that's my hope. I also think we'll see, without question,

0:28:07.680 --> 0:28:12.600
<v Speaker 2>a more greater adoption of decision based analytics, and I

0:28:12.640 --> 0:28:16.000
<v Speaker 2>think we will see a lot more AI being used

0:28:16.080 --> 0:28:20.879
<v Speaker 2>in the industry, and hopefully we'll see the opportunity for

0:28:21.000 --> 0:28:27.879
<v Speaker 2>active management to become stronger, and we may find a

0:28:27.960 --> 0:28:33.160
<v Speaker 2>different balance point between active and passive investing. Right now,

0:28:33.200 --> 0:28:38.840
<v Speaker 2>I think there's such a challenge in identifying a skilled

0:28:38.840 --> 0:28:45.520
<v Speaker 2>manager that many investors are choosing to allocate more capital

0:28:45.560 --> 0:28:49.400
<v Speaker 2>passively simply because they're afraid of picking the wrong manager.

0:28:50.240 --> 0:28:53.600
<v Speaker 2>But if we can make skill as transparent as it

0:28:53.680 --> 0:28:56.760
<v Speaker 2>needs to be and as it can be, then I

0:28:56.800 --> 0:29:00.320
<v Speaker 2>think that offers the opportunity for a different balance point

0:29:00.360 --> 0:29:03.760
<v Speaker 2>between active and passive, and that's another benefit we get

0:29:03.800 --> 0:29:07.400
<v Speaker 2>by going down this road of improving our skilled metrics.

0:29:07.760 --> 0:29:10.400
<v Speaker 1>Okay, I've got just one more question before I let

0:29:10.480 --> 0:29:15.200
<v Speaker 1>you go. Every investor listening right now, remember just one

0:29:15.240 --> 0:29:17.600
<v Speaker 1>idea from skill versus luck. What would you hope it

0:29:17.600 --> 0:29:18.360
<v Speaker 1>would be that.

0:29:18.280 --> 0:29:22.400
<v Speaker 2>There are skilled managers out there. There are plenty of them,

0:29:22.760 --> 0:29:27.680
<v Speaker 2>the difficulty is finding them. So whether you're an institutional investor,

0:29:28.320 --> 0:29:33.960
<v Speaker 2>a manager search consultant, or an individual, what it's incumbent

0:29:34.040 --> 0:29:37.680
<v Speaker 2>upon you to do is to begin to demand better

0:29:38.040 --> 0:29:42.800
<v Speaker 2>skill metrics from whomever you work with, whether it's an

0:29:42.800 --> 0:29:46.080
<v Speaker 2>internal team, if you're a pension fund, or whether it's

0:29:46.840 --> 0:29:50.240
<v Speaker 2>a manager search firm, if you're a large investor, or

0:29:50.360 --> 0:29:54.320
<v Speaker 2>if you're an individual, whatever platform you're using, start demanding

0:29:54.360 --> 0:30:00.680
<v Speaker 2>better skill metrics. They exist, they're relatively inexpensive, and they

0:30:01.040 --> 0:30:05.920
<v Speaker 2>add tremendously to your ability to make better allocation decisions.

0:30:06.520 --> 0:30:10.400
<v Speaker 2>And what we're all trying to do is meet some

0:30:10.480 --> 0:30:15.200
<v Speaker 2>financial need in the future, whether it's retirement or an endowment,

0:30:15.400 --> 0:30:20.080
<v Speaker 2>or making investments in the community or in healthcare or

0:30:20.080 --> 0:30:23.040
<v Speaker 2>whatever it is. The better we do with our investments,

0:30:23.120 --> 0:30:27.880
<v Speaker 2>the better off we all are. And asking and demanding

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<v Speaker 2>for better skill analytics can allow you to make better

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<v Speaker 2>investment decisions. And that's certainly what I would be pushing

0:30:35.840 --> 0:30:38.200
<v Speaker 2>for right now, is we need to change the industry.

0:30:38.280 --> 0:30:40.720
<v Speaker 2>And it starts by saying, hey, why don't we have

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<v Speaker 2>some different skill metrics on this platform.

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<v Speaker 1>That we're using. Well, this is great. I really learned

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<v Speaker 1>a lot and enjoyed speaking with you. And so, Mike,

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<v Speaker 1>thank you again for joining me today. Well, thank you

0:30:52.960 --> 0:30:53.280
<v Speaker 1>very much.

0:30:53.360 --> 0:30:54.120
<v Speaker 2>It's my pleasure.

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<v Speaker 1>I also want to thank our listeners. If you like

0:30:57.040 --> 0:30:59.720
<v Speaker 1>the episode, please share it, subscribe and leave a review.

0:31:00.000 --> 0:31:01.480
<v Speaker 1>If you'd like to see more of our research on

0:31:01.520 --> 0:31:04.520
<v Speaker 1>the terminal, go to BI Fund, go for US Fund

0:31:04.640 --> 0:31:07.800
<v Speaker 1>and Active Research until our next episode. This is David

0:31:07.880 --> 0:31:09.200
<v Speaker 1>Cone with Inside Active