WEBVTT - Wellington’s Shilling, Shields on Secular Growth

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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, that looks steeper into

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<v Speaker 1>their processes, challenges and philosophies and security selection. I'm David Cohne,

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<v Speaker 1>i lead mutual fund and active Research at Bloomberg Intelligence.

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<v Speaker 1>Today my cost is Gina Martin Adams, chief Equity strategist

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<v Speaker 1>at Bloomberg Intelligence. Gina, thank you for joining me today

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<v Speaker 1>as my co host.

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<v Speaker 2>Thank you for.

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<v Speaker 3>Having me and David.

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<v Speaker 2>So.

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<v Speaker 1>In your recent note US Equity Monthly Markets Signals, you

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<v Speaker 1>talk about the rotation out of tech stocks and those

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<v Speaker 1>stocks being among the worst performing as the rate cut

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<v Speaker 1>trade persists. Can you tell our listeners what the rate

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<v Speaker 1>cut trade is and what the sector rotation model is

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<v Speaker 1>currently face.

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<v Speaker 3>Yeah, A great question. You know, I think that a

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<v Speaker 3>lot of what we've seen in the equity market volatility

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<v Speaker 3>can be attributed to a change in monetary policy prospects.

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<v Speaker 3>Over the course of the last couple of months, it's

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<v Speaker 3>become clear that the FED is likely to decrease interest rates,

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<v Speaker 3>and that sparked some interest in some sectors that were

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<v Speaker 3>otherwise dormants, some stocks that were otherwise dormant in the

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<v Speaker 3>s and P five hundred. So in addition to maybe

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<v Speaker 3>some fundamental rotation, fundamentally driven rotation, you've got this kind

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<v Speaker 3>of economic policy related factor that's driven interest in financials

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<v Speaker 3>and utilities. Even real estate stocks are breaking out, with

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<v Speaker 3>home builders really starting to rally here. So we're starting

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<v Speaker 3>to see some rotation into other segments of the index.

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<v Speaker 3>I call that the rate cut trade. I think there

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<v Speaker 3>are a few other things behind it, and I look

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<v Speaker 3>forward to discussing that, among other things with our guests today.

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<v Speaker 1>Well, speaking of guests, I'd like to welcome Drew Shilling

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<v Speaker 1>and Clark Shields from Wellington Management here. They do manage

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<v Speaker 1>a part of the Vanguard US Growth Fund ticker BWUSX.

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<v Speaker 1>Drew Clark, thank you for being here today.

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<v Speaker 2>Thanks very much for having us. It's great to be here.

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<v Speaker 4>Great to be here. David, thank you.

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<v Speaker 1>So i'd like to start off with asking, actually both

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<v Speaker 1>of you, how you got your starts in the investment industry. So, actually, Drew,

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<v Speaker 1>we'll start with you.

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<v Speaker 4>I actually was exposed to the markets from a very

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<v Speaker 4>young age. My father was actually the first chief economist

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<v Speaker 4>at Merrill Lynch back in the nineteen sixties. At the

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<v Speaker 4>time the bond houses all had economists, but the stockhouses

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<v Speaker 4>did not, and that changed and he was the first

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<v Speaker 4>chief economist there. So I heard about markets and investing

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<v Speaker 4>around the dinner table from a very young age. And

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<v Speaker 4>I started investing in individual stocks as a teenager, not

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<v Speaker 4>in a huge way, but with my lawnmowing and house

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<v Speaker 4>painting money, and and that definitely got me more and

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<v Speaker 4>more interested about all of the research involved and the

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<v Speaker 4>intrigue about figuring out an investment case for security. And

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<v Speaker 4>following that through out of college, I was in the

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<v Speaker 4>investment banking world as a m and a analyst, and

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<v Speaker 4>that continued my exposure to the markets. And after I

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<v Speaker 4>graduated from business school, I came to Wellington Management and

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<v Speaker 4>I'm in my thirtieth year here, So it started early

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<v Speaker 4>and just developed over time.

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<v Speaker 1>Nice Clark, how about yourself?

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<v Speaker 2>Yeah, So I would.

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<v Speaker 5>Say in college I kind of found my way to

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<v Speaker 5>the business school and started studying finance and really enjoyed it.

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<v Speaker 5>And like most college kids who liked finance, I got

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<v Speaker 5>convinced that I had to go work in investment banking

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<v Speaker 5>and that was the end all of you all. So

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<v Speaker 5>I did that for a couple of years, and I

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<v Speaker 5>really enjoyed the people I work with, but I want

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<v Speaker 5>to be allocating capital. And so in May of two thousand,

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<v Speaker 5>I moved to Boston and I joined an early stage

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<v Speaker 5>venture capital firm, and it was literally within ten days

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<v Speaker 5>of the NASDAC peak, you know, the Internet bubble peak.

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<v Speaker 5>So my timing could have been a little bit better,

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<v Speaker 5>but it was an amazing experience, you know that. You know,

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<v Speaker 5>I saw the I saw the funding environment at that

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<v Speaker 5>time where you had highly speculative businesses getting, you know,

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<v Speaker 5>raising tons of money at very high valuations, and then

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<v Speaker 5>all of a sudden, it just collapsed really quickly. And

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<v Speaker 5>I have memories of going to office buildings with entrepreneurs

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<v Speaker 5>we had invested in with and you know, literally shutting

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<v Speaker 5>the buildings down and turning the lights off.

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<v Speaker 2>And so I kind of saw that speculative activity and collapse.

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<v Speaker 5>But at the same time, we had also invested in

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<v Speaker 5>a small company in a suburb of Boston called Curing,

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<v Speaker 5>the Coffee Company, and they only had.

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<v Speaker 2>Thirty million dollars in revenues.

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<v Speaker 5>They only sold coffee machines into the office space, and

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<v Speaker 5>when I was affiliated with that company, they transitioned in

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<v Speaker 5>the consumer space and started selling coffee machines in the

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<v Speaker 5>consumer and that company absolutely took off and was ultimately

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<v Speaker 5>sold for like fourteen billion dollars. And you know, Karig

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<v Speaker 5>had a great management team. They were attacking a really

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<v Speaker 5>big addressable market. They had competitive advantage because they had

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<v Speaker 5>a lot of patents around the technology that they own.

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<v Speaker 5>And so I think back then that actually started to

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<v Speaker 5>initially shape how I thought about growth investing, being able

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<v Speaker 5>to look at the specultive stuff that never got anywhere

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<v Speaker 5>and blew up versus a qureig that ended up being

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<v Speaker 5>worth fourteen billion dollars.

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<v Speaker 2>So I did that for about four years.

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<v Speaker 5>I went to graduate school, and then I joined t

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<v Speaker 5>ROW for about a decade in Central Research down in Baltimore,

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<v Speaker 5>and now I've been at Wellington for about ten.

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<v Speaker 2>Years working with Drew here on a growth team.

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<v Speaker 1>Well, it's funny you mentioned two thousand. That's actually I

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<v Speaker 1>started my career in late two thousand, right when everything

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<v Speaker 1>started going kind of crazy towards the end. So's you

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<v Speaker 1>mentioned that, But I do want to mention for our listeners.

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<v Speaker 1>Vanguard's active equity mutual funds are managed through external subadvisors,

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<v Speaker 1>usually with multiple managers and I mean that's the case

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<v Speaker 1>with the Vanguard US Growth Fund. So can you tell

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<v Speaker 1>us what your investment process is for your slice of

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<v Speaker 1>the fund.

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<v Speaker 2>Sure, So I'll start, and then you know Drew can

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<v Speaker 2>obviously jump in.

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<v Speaker 5>I'd say the first thing we're looking for is secular growth, right,

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<v Speaker 5>so we're looking for high levels of compounding. We want

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<v Speaker 5>companies that are benefiting from tailwinds. Conversely, we think it's

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<v Speaker 5>really hard to generate alpha in companies where they're structural headwinds.

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<v Speaker 5>So that could be a physical retailer losing share to Amazon,

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<v Speaker 5>or it could be traditional TV losing share to streaming.

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<v Speaker 5>The second thing we look for, and perhaps this is

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<v Speaker 5>the most important, is structural competitive advantages. So we want

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<v Speaker 5>to invest in companies where they're doing something that's really

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<v Speaker 5>hard for others to replicate. So if you think about

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<v Speaker 5>putting those first two things together, the secular growth and

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<v Speaker 5>competitive advantage, that's what enables high levels of earnings and

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<v Speaker 5>free cash flow compounding over intermediate timeframes.

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<v Speaker 2>Third, you know, we.

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<v Speaker 5>Have this idea in our team that we refer to

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<v Speaker 5>as timeframe arbitrage. And this idea speaks to market inefficiency,

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<v Speaker 5>and I also think it speaks to our team having

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<v Speaker 5>a longer time horizon than most market participants. So with

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<v Speaker 5>timeframe arbitrage, we're looking for some sort of short term

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<v Speaker 5>noise for security or in the market, and that could

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<v Speaker 5>be a soft quarter, it could be an industry being

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<v Speaker 5>out of favor. Maybe there's some sort of cyclical soft patch,

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<v Speaker 5>and we want to go in and buy these really

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<v Speaker 5>exceptional companies when you have that dislocation.

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<v Speaker 2>A couple of examples off the top of my head.

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<v Speaker 5>So in the spring of two thousand, at the start

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<v Speaker 5>of COVID, everybody was moving into safe havens, and we

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<v Speaker 5>owned American Tower, right, and American Tower was going up

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<v Speaker 5>every day.

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<v Speaker 2>Is more and more money crowded in there.

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<v Speaker 5>But the other end of the spectrum, you had AMX,

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<v Speaker 5>and nobody want to own AMX right. It's travel oriented,

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<v Speaker 5>it's credit. Who knows what's going to happen to the consumer,

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<v Speaker 5>and so we were trimming America Tower at that point

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<v Speaker 5>in time and buying as Another example would be the

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<v Speaker 5>fourth quarter twenty twenty two. It's hard to believe, but

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<v Speaker 5>nobody wanted to touch semiconductors in the fourth quarter of

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<v Speaker 5>twenty twenty two, numbers had come down, the stocks had underperformed,

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<v Speaker 5>and so we were looking at that space, We're like,

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<v Speaker 5>all right, this is a good time to go overweight Semis.

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<v Speaker 5>We went overweight in Vidia, then we went overweight ASML

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<v Speaker 5>at that point in time. And then the final thing

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<v Speaker 5>I'll mention before turning over Drew is we really believe

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<v Speaker 5>in portfolio balance. So I think a lot of the

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<v Speaker 5>growth portfolios are structured in a way that they have

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<v Speaker 5>very pronounced bets in certain areas and really a lack

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<v Speaker 5>of risk controls and diversifications.

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<v Speaker 2>So, for example, you.

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<v Speaker 5>Could have a thirty or the security portfolio where it's

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<v Speaker 5>almost all high beta internet and high beta software, and

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<v Speaker 5>that can be great in twenty twenty, and that can

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<v Speaker 5>be great in nineteen ninety nine, but then when things

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<v Speaker 5>turn the other way.

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<v Speaker 2>You can have really severe underperformance. And so we pay

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<v Speaker 2>a lot.

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<v Speaker 5>Of attention to risk controls and diversification and balance, and

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<v Speaker 5>we don't want to have that extreme up and down

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<v Speaker 5>ride that you can find with a lot of other

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<v Speaker 5>growth portfolios, Drew, what else would you like to.

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<v Speaker 4>Yeah, just adding to Clark's last point, one of the

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<v Speaker 4>evergreen realities in the investment world is that it is

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<v Speaker 4>still very much human nature is still very much at

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<v Speaker 4>play in terms of how the market moves, certainly in

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<v Speaker 4>the medium shortened medium term, and we do have these

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<v Speaker 4>cycles that go cycle from greed to despair and back

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<v Speaker 4>to greed again, and that happens on individual stocks, and

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<v Speaker 4>it happens on the market itself, especially when you have

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<v Speaker 4>oft economics coming up and you have strong economies ahead

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<v Speaker 4>of you. And so we really think about how that

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<v Speaker 4>impacts investors. And you get the same with individual performance

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<v Speaker 4>of individual mutual funds. And when an investor sees a

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<v Speaker 4>mutual fund that knocks the ball out out of the park,

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<v Speaker 4>they're very happy. But if that's a highly volatile approach

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<v Speaker 4>and it's just as likely to have a mirror image

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<v Speaker 4>period of underperformance. Human nature is such that they could

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<v Speaker 4>do the wrong thing at the wrong time, which is

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<v Speaker 4>to sell your mutual fund and move on to someone

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<v Speaker 4>else's when in fact that might be the exact time

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<v Speaker 4>when you should be buying it. And this human nature

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<v Speaker 4>destroys value over time, and it means that most investors

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<v Speaker 4>don't actually enjoy the long term return stream of the

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<v Speaker 4>equity markets. And so we think very carefully about that

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<v Speaker 4>when we think about balance in what we are delivering

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<v Speaker 4>to our clients and particularly to Vanguard. We don't want

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<v Speaker 4>to get too far away from from from you know,

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<v Speaker 4>that pure growth investing, thinking about what the characteristics of

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<v Speaker 4>the benchmark are, and then we're going to find, you know,

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<v Speaker 4>great companies that that we hope, over time outperform that benchmark.

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<v Speaker 4>But we don't want our clients to experience extreme volatility.

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<v Speaker 3>Great, thank you. Can we dig in a little bit

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<v Speaker 3>more on a couple of a couple of those points

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<v Speaker 3>in terms of your process, I'm just curious how you

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<v Speaker 3>define and identify secular growth. So what are you doing

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<v Speaker 3>specifically to identify those companies that do have those long

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<v Speaker 3>term secular growth prospects? And then also following on the

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<v Speaker 3>other point that you make about seeking companies with competitive advantage?

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<v Speaker 3>What are some metrics or identifiers of companies with competitive advantage?

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<v Speaker 3>How are you finding those companies? How do you identify

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<v Speaker 3>competitive advantage specifically?

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<v Speaker 2>Yeah, so.

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<v Speaker 5>I'll take a crack at that, and then Drew can

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<v Speaker 5>obviously jump in, and so we do. We're bottoms up, okay,

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<v Speaker 5>and so we're looking for great businesses feeding off of

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<v Speaker 5>secular growth, and we find them in lots of different places.

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<v Speaker 5>And we recently did an exercise where we looked at

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<v Speaker 5>the entire portfolio and we said, how many different primary

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<v Speaker 5>secular growth drivers do we have across the portfolio And

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<v Speaker 5>the number was actually like twenty seven, So there's a

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<v Speaker 5>lot in there. So for example, we own a company

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<v Speaker 5>called Copart. It's an auto auction business. It's an amazing business,

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<v Speaker 5>very high market share, they're very dominant. They feed off

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<v Speaker 5>of more technology being added into cars. Right, every year

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<v Speaker 5>a car is more and more like a computer with

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<v Speaker 5>more and more semiconductor content, and so that's what they

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<v Speaker 5>feed off of. That said, when we look at the

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<v Speaker 5>portfolio from a high level and we say, like, what

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<v Speaker 5>are big recurring themes? Right, so that you know semi

0:13:01.840 --> 0:13:04.439
<v Speaker 5>content and autos isn't a big recurring theme, what are

0:13:04.480 --> 0:13:06.640
<v Speaker 5>some big recurring themes? You know, you would have things

0:13:06.679 --> 0:13:12.319
<v Speaker 5>like obviously e commerce, you would have online advertising, increased

0:13:12.400 --> 0:13:19.000
<v Speaker 5>usage of data, adoption of software, shifting software workloads to

0:13:19.040 --> 0:13:25.480
<v Speaker 5>the cloud, innovation and semiconductors, healthcare innovation and you know

0:13:25.559 --> 0:13:28.360
<v Speaker 5>those last two we could talk about gen ai and

0:13:28.520 --> 0:13:33.440
<v Speaker 5>GLP ones in terms for the second point for competitive advantage,

0:13:33.640 --> 0:13:36.560
<v Speaker 5>there's actually eight different things we're looking for. So if

0:13:36.600 --> 0:13:39.760
<v Speaker 5>you're to study, for example, at Harvard Business School with Porter,

0:13:40.200 --> 0:13:42.120
<v Speaker 5>you would say, well, there's these two things that you

0:13:42.160 --> 0:13:43.559
<v Speaker 5>want to look for. You want to look for some

0:13:43.640 --> 0:13:45.520
<v Speaker 5>sort of differentiation or you want to be a low

0:13:45.520 --> 0:13:48.120
<v Speaker 5>cost provider. And we actually have kind of a more

0:13:48.920 --> 0:13:52.200
<v Speaker 5>detailed list of things that we're looking for based on

0:13:52.240 --> 0:13:57.000
<v Speaker 5>our experience. And so one is really unique intellectual property

0:13:57.480 --> 0:13:59.800
<v Speaker 5>that other people do not own. That would be one.

0:14:00.200 --> 0:14:03.320
<v Speaker 5>Another big one that shows up as network effects, right,

0:14:03.640 --> 0:14:08.400
<v Speaker 5>or it can be high switching costs, barriers to scale.

0:14:08.880 --> 0:14:12.960
<v Speaker 5>We probably don't like brand quite as much, especially in

0:14:13.000 --> 0:14:16.079
<v Speaker 5>this area era when people can create brands more easily

0:14:16.160 --> 0:14:19.240
<v Speaker 5>with the Internet and social media, and low cost advantage

0:14:19.280 --> 0:14:21.280
<v Speaker 5>may actually be our least favorite because in a lot

0:14:21.280 --> 0:14:23.040
<v Speaker 5>of ways, I think that's saying that if there's a

0:14:23.600 --> 0:14:27.800
<v Speaker 5>nuclear winter in your industry, you survive, which is really

0:14:28.040 --> 0:14:32.160
<v Speaker 5>doesn't really matter how we want to invest, and you will.

0:14:32.200 --> 0:14:33.040
<v Speaker 2>I think you will.

0:14:32.840 --> 0:14:36.440
<v Speaker 5>Find over time that companies that have, you know, that

0:14:36.600 --> 0:14:39.440
<v Speaker 5>sort of competitive advantage to your question about metrics, A

0:14:39.480 --> 0:14:42.480
<v Speaker 5>lot of times those are very profitable businesses with high

0:14:42.560 --> 0:14:46.080
<v Speaker 5>returns on capital that sustain themselves over time. And so

0:14:46.680 --> 0:14:49.440
<v Speaker 5>if you can identify those financial characteristics.

0:14:49.440 --> 0:14:51.520
<v Speaker 2>You then can kind of do like a deeper.

0:14:51.160 --> 0:14:56.240
<v Speaker 5>Business model, almost qualitative assessment on the competitive advantage pieces.

0:14:57.360 --> 0:15:02.480
<v Speaker 4>True, all this work is really informed by our very

0:15:03.000 --> 0:15:05.720
<v Speaker 4>broad and deep research engine at Wellington. So we have

0:15:05.800 --> 0:15:10.960
<v Speaker 4>almost sixty dedicated global industry analysts in our central research

0:15:11.040 --> 0:15:16.840
<v Speaker 4>pool and they are responsible for covering sectors in tremendous depth.

0:15:16.920 --> 0:15:23.400
<v Speaker 4>These are career positions. These are folks that do this

0:15:24.560 --> 0:15:26.920
<v Speaker 4>in depth research on a narrow group of companies their

0:15:26.960 --> 0:15:31.640
<v Speaker 4>whole careers, and so having that fundamental engine behind is

0:15:31.720 --> 0:15:35.600
<v Speaker 4>what helps us identify not only identify the areas of

0:15:35.640 --> 0:15:39.600
<v Speaker 4>secular growth, but also helping us as we go through

0:15:39.640 --> 0:15:44.920
<v Speaker 4>our wide mote analysis. We have over four hundred investors

0:15:44.920 --> 0:15:48.000
<v Speaker 4>at Wellington, so not just our gias, our central research,

0:15:48.520 --> 0:15:53.000
<v Speaker 4>but our growth team and our dedicated growth analysts and

0:15:53.040 --> 0:15:57.360
<v Speaker 4>all the other portfolio teams around Wellington, so we develop

0:15:57.440 --> 0:16:03.440
<v Speaker 4>a very wide mosaic of information where we have a

0:16:04.480 --> 0:16:08.200
<v Speaker 4>very collaborative culture. It's a it's a very important part

0:16:08.400 --> 0:16:13.400
<v Speaker 4>of our approach to things and and the reason we

0:16:13.480 --> 0:16:15.800
<v Speaker 4>value that so highly is that when you have all

0:16:15.800 --> 0:16:19.600
<v Speaker 4>these people out turning over rocks literally around the world,

0:16:20.040 --> 0:16:22.760
<v Speaker 4>you need a way for that information to be shared

0:16:22.760 --> 0:16:27.320
<v Speaker 4>and integrated, and by having a highly collaborative culture, that

0:16:27.440 --> 0:16:30.680
<v Speaker 4>is the best way to do that. And so we

0:16:30.720 --> 0:16:33.200
<v Speaker 4>bring all of this work together to help us with

0:16:33.280 --> 0:16:34.720
<v Speaker 4>these insights.

0:16:34.240 --> 0:16:36.680
<v Speaker 3>And determinations that your bottom up. You have a lot

0:16:36.720 --> 0:16:41.000
<v Speaker 3>of analysts sort of powering some of the ideas, collaborating

0:16:41.040 --> 0:16:43.480
<v Speaker 3>with the analyst community. How do you collaborate with the

0:16:43.520 --> 0:16:47.320
<v Speaker 3>macro researchers. How do you integrate any kind of macro

0:16:47.400 --> 0:16:51.600
<v Speaker 3>consideration in a predominantly bottom up process.

0:16:53.200 --> 0:16:58.160
<v Speaker 5>Yeah, so I would say, you know, there's there's a

0:16:58.280 --> 0:17:02.480
<v Speaker 5>huge amount of resources Wellington. So there's market strategists, there's

0:17:02.520 --> 0:17:06.480
<v Speaker 5>macro people, there's risk people, there's different teams. Some teams

0:17:06.480 --> 0:17:09.760
<v Speaker 5>are investing just in emerging markets, fixed income alternatives. And

0:17:09.800 --> 0:17:12.520
<v Speaker 5>so I think that kind of speaks to a broader

0:17:12.600 --> 0:17:15.679
<v Speaker 5>question of how do you interact with everybody? Right, because

0:17:16.320 --> 0:17:17.840
<v Speaker 5>you know there are a lot of people here and

0:17:17.840 --> 0:17:20.760
<v Speaker 5>you don't want people siloed. And I think we have

0:17:20.920 --> 0:17:25.159
<v Speaker 5>a lot of channels to encourage communication. And then we

0:17:25.240 --> 0:17:30.119
<v Speaker 5>have a culture that places an extreme value on collaboration.

0:17:31.280 --> 0:17:35.720
<v Speaker 5>So we have had since the firm's founding, a morning meeting,

0:17:35.760 --> 0:17:38.840
<v Speaker 5>a morning investment meeting every single day on a global

0:17:38.880 --> 0:17:41.560
<v Speaker 5>basis where people come in and share ideas, and that's

0:17:41.600 --> 0:17:45.040
<v Speaker 5>all investors, and that starts conversations and may not give

0:17:45.080 --> 0:17:47.679
<v Speaker 5>you an answer, but it starts conversations. And yesterday a

0:17:48.119 --> 0:17:52.440
<v Speaker 5>material piece of that conversation was on US employment trends

0:17:52.800 --> 0:17:55.560
<v Speaker 5>and the macro economy. So we have all sorts of

0:17:55.560 --> 0:18:00.439
<v Speaker 5>people participating in those meetings. We also have obviously broad

0:18:00.600 --> 0:18:03.919
<v Speaker 5>email distribution lists for investment emails. Some of those are

0:18:03.960 --> 0:18:07.840
<v Speaker 5>specific to a sector, healthcare or tech, others are more general.

0:18:08.600 --> 0:18:10.840
<v Speaker 5>And then we have other meetings that can be specific

0:18:10.880 --> 0:18:12.960
<v Speaker 5>to some sort of theme or idea. It could be, hey,

0:18:12.960 --> 0:18:15.360
<v Speaker 5>come to a lunch because we have a macro meeting today,

0:18:16.440 --> 0:18:19.359
<v Speaker 5>or it could be the financial services team is sharing

0:18:19.400 --> 0:18:21.240
<v Speaker 5>best ideas, and so we have to have all these

0:18:21.240 --> 0:18:25.840
<v Speaker 5>different channels. So I feel like we have access to

0:18:25.880 --> 0:18:29.480
<v Speaker 5>that information and Drew can obviously out of this. But

0:18:29.480 --> 0:18:32.879
<v Speaker 5>I also say in terms of macro, I would describe

0:18:32.960 --> 0:18:35.040
<v Speaker 5>us as macro aware, like we need to know what's

0:18:35.080 --> 0:18:37.760
<v Speaker 5>going on. If we're becoming more negative on the consumer,

0:18:37.840 --> 0:18:41.520
<v Speaker 5>it might make sense to take down travel names for example. Right,

0:18:41.960 --> 0:18:44.800
<v Speaker 5>But going back to this idea of balance. We don't

0:18:44.800 --> 0:18:48.160
<v Speaker 5>want an extreme bet in the portfolio. It's extremely unlikely

0:18:48.280 --> 0:18:50.800
<v Speaker 5>that we would ever say there's going to be a recession.

0:18:51.119 --> 0:18:53.879
<v Speaker 5>Let's take our beta way down, let's park all the

0:18:53.920 --> 0:18:57.160
<v Speaker 5>capital and staples and reads and utilities.

0:18:56.760 --> 0:19:00.159
<v Speaker 2>Because if we get that wrong, we're going to get creamed. Right.

0:19:00.440 --> 0:19:02.640
<v Speaker 5>And so we're macro aware and we'll shift a little

0:19:02.680 --> 0:19:05.600
<v Speaker 5>bit based on that information. But again, really from a

0:19:05.640 --> 0:19:08.600
<v Speaker 5>portfolio construction standpoint, the thing we really value is this

0:19:08.680 --> 0:19:09.480
<v Speaker 5>idea of balance.

0:19:11.080 --> 0:19:19.280
<v Speaker 4>Yeah, I think macro informs the background under which the

0:19:19.320 --> 0:19:24.640
<v Speaker 4>individual companies we're looking at operate. So to Clark's point,

0:19:24.880 --> 0:19:30.200
<v Speaker 4>if the consumer is healthy and the macro factors appeared

0:19:30.240 --> 0:19:32.679
<v Speaker 4>that the consumer will continue to be healthy, then that

0:19:32.800 --> 0:19:36.800
<v Speaker 4>informs how we're investing in the consumer sector. But what

0:19:36.840 --> 0:19:41.880
<v Speaker 4>we don't do is make big, a lot of big

0:19:41.920 --> 0:19:45.480
<v Speaker 4>decisions in the portfolio and the position and the portfolio

0:19:45.600 --> 0:19:50.280
<v Speaker 4>based on big macro factors. So people have tried their

0:19:50.320 --> 0:19:55.399
<v Speaker 4>whole careers forecasting big macro factors like interest rates and

0:19:55.800 --> 0:19:58.720
<v Speaker 4>the direction of the price of oil and natural gas,

0:19:58.800 --> 0:20:03.600
<v Speaker 4>and and it's very very difficult to do with any consistency,

0:20:03.760 --> 0:20:07.679
<v Speaker 4>and so that is not uh, that is not a

0:20:07.720 --> 0:20:11.320
<v Speaker 4>big part of what we do. And and the reality

0:20:11.400 --> 0:20:15.800
<v Speaker 4>is if you look at most years, most years that

0:20:16.840 --> 0:20:19.880
<v Speaker 4>any one of the companies, the publicly traded company we're

0:20:19.880 --> 0:20:23.800
<v Speaker 4>going to invest in most years is a moderately positive

0:20:23.840 --> 0:20:28.399
<v Speaker 4>growth economy, right, you have, you have, you have recessions,

0:20:29.440 --> 0:20:33.119
<v Speaker 4>you know, every so often, but it's a minority of

0:20:33.200 --> 0:20:36.360
<v Speaker 4>the environment you're operating in. So that's kind of your

0:20:36.440 --> 0:20:40.320
<v Speaker 4>starting point is moderate economic growth and can we find

0:20:40.400 --> 0:20:43.959
<v Speaker 4>companies that can really thrive in moderate economic growth? And

0:20:44.000 --> 0:20:49.200
<v Speaker 4>then obviously, when there are ways to lean in to

0:20:51.080 --> 0:20:53.760
<v Speaker 4>areas of the macro forecast that we can feel comfortable with,

0:20:53.880 --> 0:20:55.960
<v Speaker 4>we can lean but we're not going to try to

0:20:56.600 --> 0:20:59.960
<v Speaker 4>make the portfolio act in a certain way based on

0:21:00.800 --> 0:21:03.040
<v Speaker 4>a large macro forecast.

0:21:04.440 --> 0:21:06.560
<v Speaker 3>Very fair, And if we were to sort of tie

0:21:06.600 --> 0:21:09.680
<v Speaker 3>this back into the conversation that we started with, where

0:21:10.400 --> 0:21:12.520
<v Speaker 3>it feels to me like we're at this pretty big

0:21:12.680 --> 0:21:15.760
<v Speaker 3>change moment with respect to monetary policy where we're going

0:21:15.760 --> 0:21:18.480
<v Speaker 3>to have suddenly interest rates are falling. Would you ever

0:21:18.640 --> 0:21:22.840
<v Speaker 3>have a macro consideration like that where interest rates are

0:21:23.119 --> 0:21:27.640
<v Speaker 3>potentially now going to reverse direction? Does that ever spark

0:21:28.040 --> 0:21:31.000
<v Speaker 3>idea generation for new ideas to potentially add to the

0:21:31.040 --> 0:21:35.240
<v Speaker 3>portfolio new industries that might benefit from a macro shift

0:21:35.359 --> 0:21:38.840
<v Speaker 3>like that. Do you ever think that way or is

0:21:38.840 --> 0:21:41.439
<v Speaker 3>it a much more methodical process than I'm kind of

0:21:41.480 --> 0:21:42.680
<v Speaker 3>assuming or alluding to.

0:21:44.119 --> 0:21:47.359
<v Speaker 5>Well, I would say, we go ahead. Well, I was

0:21:47.400 --> 0:21:51.040
<v Speaker 5>going to say, we'll certainly think that way. So, for example,

0:21:51.400 --> 0:21:55.160
<v Speaker 5>we have this pool of exceptional companies that we've identified

0:21:55.840 --> 0:21:58.840
<v Speaker 5>that makes sense for our portfolio, and different people on

0:21:58.880 --> 0:22:02.480
<v Speaker 5>the team are responsible for their different pieces of the pool,

0:22:02.680 --> 0:22:07.240
<v Speaker 5>if you will. And so if it's obvious that interest

0:22:07.280 --> 0:22:09.480
<v Speaker 5>rates are going to go down, you know, one thing

0:22:09.520 --> 0:22:11.679
<v Speaker 5>we could do is we could say, you know, we

0:22:11.760 --> 0:22:15.320
<v Speaker 5>own a couple super high quality reads, should we buy

0:22:15.320 --> 0:22:15.880
<v Speaker 5>another one?

0:22:16.280 --> 0:22:16.480
<v Speaker 2>Right?

0:22:16.600 --> 0:22:19.719
<v Speaker 5>So, for for sure, we're willing to do things like

0:22:19.760 --> 0:22:22.720
<v Speaker 5>that and to tilt. And so I think you know,

0:22:22.800 --> 0:22:24.719
<v Speaker 5>the way we kind of just describe it is will

0:22:24.800 --> 0:22:27.000
<v Speaker 5>kind of shift in this direction a little bit, or

0:22:27.040 --> 0:22:29.520
<v Speaker 5>shift in that direction a little bit, which is separate

0:22:29.640 --> 0:22:33.320
<v Speaker 5>obviously than making some very big bet across the portfolio

0:22:33.400 --> 0:22:34.719
<v Speaker 5>where if you get it wrong you're in a lot

0:22:34.760 --> 0:22:35.199
<v Speaker 5>of trouble.

0:22:36.800 --> 0:22:40.760
<v Speaker 4>Yeah, I mean, you know the the right now the

0:22:40.800 --> 0:22:44.040
<v Speaker 4>course of interest rates, you know, really is depends on

0:22:44.560 --> 0:22:47.800
<v Speaker 4>mostly inflation and the growth of the economy, and the

0:22:47.840 --> 0:22:51.600
<v Speaker 4>two were very closely like. So again, trying to forecast

0:22:51.640 --> 0:22:57.520
<v Speaker 4>inflation tough to do with any with any accuracy and consistency.

0:22:57.640 --> 0:23:00.520
<v Speaker 4>But you do have a very long track record of

0:23:00.520 --> 0:23:04.119
<v Speaker 4>the Fed, you know, generally winning out in terms of

0:23:04.200 --> 0:23:06.640
<v Speaker 4>doing what they're trying to do, and they have made

0:23:06.640 --> 0:23:10.880
<v Speaker 4>it very clear they're trying to squash inflation, and and

0:23:11.040 --> 0:23:15.040
<v Speaker 4>so it does you know, the the likely path here

0:23:15.200 --> 0:23:20.720
<v Speaker 4>is that inflation, as we've seen, has gotten under control

0:23:22.000 --> 0:23:24.359
<v Speaker 4>more so than it was a year or two ago,

0:23:24.720 --> 0:23:27.760
<v Speaker 4>and it's possible it could go lower. I think at

0:23:27.760 --> 0:23:31.520
<v Speaker 4>this point it's it's not entirely clear, so you know,

0:23:31.600 --> 0:23:34.240
<v Speaker 4>what is going to be the ongoing level of interest

0:23:34.359 --> 0:23:37.480
<v Speaker 4>of inflation and thus interest rates hard to know exactly.

0:23:37.840 --> 0:23:40.879
<v Speaker 4>But when the when the Fed got on this interest

0:23:41.000 --> 0:23:44.240
<v Speaker 4>rate cutting path that they got on, it was pretty

0:23:44.280 --> 0:23:45.760
<v Speaker 4>clear they were going to be on that path for

0:23:45.840 --> 0:23:48.359
<v Speaker 4>some period of time. Now it's a little less clear,

0:23:48.880 --> 0:23:52.560
<v Speaker 4>so you know, I think obviously easing on the short side,

0:23:52.560 --> 0:23:54.880
<v Speaker 4>but what does that mean for the longside. The longsidees

0:23:55.160 --> 0:23:58.240
<v Speaker 4>come down so much relative to where it was now,

0:23:58.280 --> 0:24:00.560
<v Speaker 4>not relative to the last five years, but relative the

0:24:00.640 --> 0:24:03.520
<v Speaker 4>last thirty years, So those are you know, I think

0:24:03.520 --> 0:24:05.920
<v Speaker 4>we're in a period now where, yeah, short term rates

0:24:05.920 --> 0:24:08.480
<v Speaker 4>I think people think are definitely going to come down.

0:24:08.520 --> 0:24:09.840
<v Speaker 4>That's probably priced in the market.

0:24:10.040 --> 0:24:15.080
<v Speaker 1>H Clark. You had mentioned earlier about buying semiconductor stocks

0:24:15.119 --> 0:24:17.480
<v Speaker 1>when they were out of favor, and so I'm curious

0:24:18.080 --> 0:24:22.160
<v Speaker 1>how you think about valuations. You know, do you kind

0:24:22.160 --> 0:24:24.399
<v Speaker 1>of look at you know, it's a growth portfolio, so

0:24:24.800 --> 0:24:27.840
<v Speaker 1>I'm assuming you're not looking at deep discounted companies, but

0:24:28.200 --> 0:24:30.760
<v Speaker 1>is it more of kind of like reasonable valuations or

0:24:30.880 --> 0:24:32.040
<v Speaker 1>you know, what would you consider?

0:24:33.400 --> 0:24:38.320
<v Speaker 5>Yeah, so I would say, given how we're investing, we

0:24:38.520 --> 0:24:41.520
<v Speaker 5>definitely think for most of the companies, we have to

0:24:41.560 --> 0:24:44.919
<v Speaker 5>be thinking out longer term, and we have to be

0:24:45.000 --> 0:24:48.760
<v Speaker 5>thinking in terms of a range of outcomes, Okay, And

0:24:48.840 --> 0:24:52.080
<v Speaker 5>so what we're generally doing is we're taking the companies

0:24:52.080 --> 0:24:54.439
<v Speaker 5>that we're investing in and we're building a ten year

0:24:54.560 --> 0:24:58.680
<v Speaker 5>DCF model and going out, you know, saying, well, here's

0:24:58.720 --> 0:25:02.359
<v Speaker 5>how many subscribers Netflix is going to have in twenty

0:25:02.640 --> 0:25:07.119
<v Speaker 5>thirty three, and here's the average fee per user, and

0:25:07.160 --> 0:25:09.119
<v Speaker 5>here's how much they're gonna spend on content, and this

0:25:09.160 --> 0:25:11.080
<v Speaker 5>is what margins will look like that. And then we'll

0:25:11.119 --> 0:25:12.960
<v Speaker 5>take that base case scenario, bring it back to a

0:25:13.000 --> 0:25:14.879
<v Speaker 5>president and they'll say, well, could be even better than that,

0:25:15.480 --> 0:25:17.040
<v Speaker 5>or it could be worse than that, right, And so

0:25:17.119 --> 0:25:20.280
<v Speaker 5>then we have this kind of view evaluation based on

0:25:20.320 --> 0:25:24.159
<v Speaker 5>those different scenarios, and then we can see, you know,

0:25:24.200 --> 0:25:28.000
<v Speaker 5>relative to where securities are trading, what looks underpriced or overpriced,

0:25:28.040 --> 0:25:30.440
<v Speaker 5>And you do get into periods of time the past

0:25:30.480 --> 0:25:33.480
<v Speaker 5>few years, you've certainly gotten into periods of time where

0:25:33.520 --> 0:25:36.000
<v Speaker 5>I feel like there were almost you know, fat pitches

0:25:36.480 --> 0:25:39.040
<v Speaker 5>based on the style of company you want to invest in.

0:25:39.080 --> 0:25:41.040
<v Speaker 5>So if you go to the summer of twenty twenty one,

0:25:41.560 --> 0:25:45.359
<v Speaker 5>like nobody wanted anything even remotely boring. It's like, hey,

0:25:46.119 --> 0:25:49.600
<v Speaker 5>these these soft these mid cap software companies at forty

0:25:49.600 --> 0:25:52.480
<v Speaker 5>times revenue, Maybe they'll go to fifty time revenue, right,

0:25:52.520 --> 0:25:54.520
<v Speaker 5>fifty times revenue, And so then you could look in

0:25:54.520 --> 0:25:57.800
<v Speaker 5>that environment, you can say, well, these compounding stocks, which

0:25:57.800 --> 0:26:01.000
<v Speaker 5>could maybe be more like an O'Reilly or Connections or

0:26:01.040 --> 0:26:03.080
<v Speaker 5>a Progressive some other names that we own, their lower

0:26:03.160 --> 0:26:06.439
<v Speaker 5>beta look great. Then twenty twenty two, when we started

0:26:06.480 --> 0:26:09.160
<v Speaker 5>taking up the semis, it was the exact opposite off

0:26:09.200 --> 0:26:12.120
<v Speaker 5>twenty twenty two, the market was in a massive risk

0:26:12.200 --> 0:26:15.359
<v Speaker 5>off mode. We want to own defense, we want to

0:26:15.359 --> 0:26:18.520
<v Speaker 5>own staples, we want to own energy, and we don't

0:26:18.520 --> 0:26:20.919
<v Speaker 5>want any of the growthy stuff. And so then we

0:26:20.920 --> 0:26:22.880
<v Speaker 5>were sitting there in twenty twenty two. We could look

0:26:22.880 --> 0:26:25.879
<v Speaker 5>at this the pool of securities again, and the higher

0:26:25.920 --> 0:26:29.680
<v Speaker 5>growth names, including SEMIS, think about that ten year view,

0:26:30.800 --> 0:26:33.640
<v Speaker 5>use timeframe arbitrage, you know, as the way to describe

0:26:33.640 --> 0:26:37.119
<v Speaker 5>it and initiate those positions when they were out of

0:26:37.119 --> 0:26:40.000
<v Speaker 5>favor and when we thought we had a really fat pitch.

0:26:40.560 --> 0:26:42.199
<v Speaker 2>So I'd say that's generally how we do it.

0:26:42.240 --> 0:26:44.840
<v Speaker 5>You know, sometimes with some slower growth companies we'll look

0:26:44.840 --> 0:26:47.879
<v Speaker 5>at pe multiples, like probably doesn't make a lot of

0:26:47.880 --> 0:26:50.119
<v Speaker 5>sense to build a ten year in DCF for TJX

0:26:50.160 --> 0:26:51.680
<v Speaker 5>for examples, Maybe a little bit of overkill.

0:26:51.720 --> 0:26:54.480
<v Speaker 2>But for the higher growth names, that's generally what we're doing.

0:26:54.920 --> 0:26:59.520
<v Speaker 3>And are you ever using multiples or valuations or your

0:26:59.640 --> 0:27:03.520
<v Speaker 3>time for arbitrage in the reverse direction so multiples get

0:27:03.560 --> 0:27:07.280
<v Speaker 3>too high, we see valuations as too extreme. Are you

0:27:07.440 --> 0:27:10.400
<v Speaker 3>shaving positions on the same methodology or do you employ

0:27:10.440 --> 0:27:14.640
<v Speaker 3>a different sort of perspective for when to get out

0:27:14.720 --> 0:27:17.320
<v Speaker 3>or when to shave some of your positions.

0:27:17.720 --> 0:27:20.400
<v Speaker 5>Yeah, I mean, I would say time frame arbitrage does

0:27:20.560 --> 0:27:22.840
<v Speaker 5>need to go both ways. You know, the example of

0:27:22.880 --> 0:27:27.879
<v Speaker 5>trimming American Tower when COVID first started, right and then

0:27:27.920 --> 0:27:30.119
<v Speaker 5>the end of twenty twenty two, anything that was a

0:27:30.160 --> 0:27:32.520
<v Speaker 5>safe haven was probably extremely expensive.

0:27:33.480 --> 0:27:36.560
<v Speaker 2>And so yeah, I would say, you know, if we

0:27:36.640 --> 0:27:36.919
<v Speaker 2>have a.

0:27:36.960 --> 0:27:39.800
<v Speaker 5>Security, we like, a company we like, we've known it

0:27:39.880 --> 0:27:41.680
<v Speaker 5>and owned it for a long time, and it looks

0:27:41.720 --> 0:27:45.399
<v Speaker 5>very expensive, that is certainly an instance where we are

0:27:45.600 --> 0:27:48.560
<v Speaker 5>likely to trim it but not eliminate it.

0:27:49.520 --> 0:27:53.280
<v Speaker 4>Yeah, we really are. We're really trimming stocks based or

0:27:53.359 --> 0:27:56.960
<v Speaker 4>eliminating stocks based on two things. Either the fundamental case

0:27:57.040 --> 0:28:00.199
<v Speaker 4>that we had laid out when we purchased it is

0:28:00.240 --> 0:28:02.720
<v Speaker 4>not working out. You know, we made a mistake, the

0:28:02.760 --> 0:28:06.240
<v Speaker 4>fundamentals have developed in a different way. That would be

0:28:06.359 --> 0:28:08.480
<v Speaker 4>one of the reasons. And the other reason is that

0:28:08.920 --> 0:28:11.920
<v Speaker 4>the valuation is no longer compelling, and we have other

0:28:12.040 --> 0:28:16.800
<v Speaker 4>opportunities that we we think have more upside. And so

0:28:16.840 --> 0:28:20.080
<v Speaker 4>those are really the two things at play when we're

0:28:20.280 --> 0:28:21.719
<v Speaker 4>you know, when we're adding and trimming.

0:28:22.160 --> 0:28:24.120
<v Speaker 1>So I want to kind of move over to more

0:28:24.160 --> 0:28:27.680
<v Speaker 1>of a qualitative question, you know, you're talking about, you know,

0:28:27.720 --> 0:28:30.560
<v Speaker 1>the different numbers you look at for companies, but what

0:28:30.600 --> 0:28:33.160
<v Speaker 1>do you look for in management teams of companies?

0:28:34.080 --> 0:28:36.120
<v Speaker 5>Yeah, yeah, I'll take I'll take a stab and then

0:28:37.280 --> 0:28:39.440
<v Speaker 5>Drew can add on there. You know, I remember early

0:28:39.480 --> 0:28:42.719
<v Speaker 5>in my career there was someone I worked with and

0:28:42.720 --> 0:28:45.360
<v Speaker 5>he had just said this really long list, like there're

0:28:45.360 --> 0:28:47.680
<v Speaker 5>a literal checklist on like, here's.

0:28:47.520 --> 0:28:49.080
<v Speaker 2>All the things that I'm looking for, Like, that's a

0:28:49.120 --> 0:28:49.600
<v Speaker 2>long list.

0:28:49.640 --> 0:28:52.880
<v Speaker 5>It was like, what can that be consolidated down to

0:28:53.040 --> 0:28:56.720
<v Speaker 5>a couple of key ideas? And so for me, there's

0:28:56.760 --> 0:29:01.520
<v Speaker 5>two key ideas and what is you know, how talented

0:29:01.640 --> 0:29:02.880
<v Speaker 5>do you think the management team is?

0:29:02.920 --> 0:29:03.240
<v Speaker 2>Sony?

0:29:03.280 --> 0:29:07.560
<v Speaker 5>Any assets going to have some sort of inherent trajectory, right,

0:29:07.640 --> 0:29:10.400
<v Speaker 5>And so then the question is will this management team

0:29:10.560 --> 0:29:14.400
<v Speaker 5>inflect that trajectory trajectory higher or could they actually take

0:29:14.440 --> 0:29:17.760
<v Speaker 5>it a lot lower through really bad decisions? So I

0:29:17.800 --> 0:29:21.280
<v Speaker 5>think that's one really important question. And then you can say,

0:29:21.280 --> 0:29:22.920
<v Speaker 5>all right, well how do you think about that? And

0:29:23.240 --> 0:29:25.800
<v Speaker 5>quite frankly, some of it is just spending time with

0:29:25.840 --> 0:29:28.040
<v Speaker 5>a management team and getting a sense in your gut,

0:29:28.160 --> 0:29:30.440
<v Speaker 5>you know, how do they talk about strategy, how do

0:29:30.480 --> 0:29:33.960
<v Speaker 5>they talk about the business, what's kind of their vision,

0:29:34.400 --> 0:29:37.960
<v Speaker 5>what's their track record of execution, is their depth on

0:29:38.040 --> 0:29:39.560
<v Speaker 5>the team, things of that nature.

0:29:40.080 --> 0:29:41.400
<v Speaker 2>Do they outcate capital well?

0:29:42.120 --> 0:29:45.000
<v Speaker 5>And then to me, the second question is, you know,

0:29:45.080 --> 0:29:48.920
<v Speaker 5>do we trust them with massive information in asymmetries? So

0:29:49.160 --> 0:29:51.880
<v Speaker 5>going back earlier to when I worked in BC, there

0:29:51.880 --> 0:29:54.880
<v Speaker 5>were no information these symmetries, right, the company gave you

0:29:54.880 --> 0:29:57.719
<v Speaker 5>whatever you wanted. When you're dealing with public companies, there

0:29:58.160 --> 0:30:01.560
<v Speaker 5>very selectively deciding what to give you and what not

0:30:01.640 --> 0:30:03.880
<v Speaker 5>to give you, right, And there's gonna be information that

0:30:03.920 --> 0:30:05.400
<v Speaker 5>they're not going to share with you, and so then

0:30:05.440 --> 0:30:07.800
<v Speaker 5>there's this element of trust. And again that comes back

0:30:08.120 --> 0:30:10.680
<v Speaker 5>to kind of gut instincts. But the other thing I'd

0:30:10.680 --> 0:30:13.760
<v Speaker 5>say is, I think that's why it can be very

0:30:13.840 --> 0:30:16.960
<v Speaker 5>encouraging to see management teams that own a lot of stock,

0:30:17.680 --> 0:30:21.520
<v Speaker 5>because then you have aligned interests and it's easier to

0:30:21.560 --> 0:30:23.560
<v Speaker 5>trust them. And then also i'd say another thing that

0:30:23.600 --> 0:30:27.760
<v Speaker 5>we look at there is corporate governance behaviors and are

0:30:27.760 --> 0:30:32.760
<v Speaker 5>they reflective of really kind of ethical, thoughtful behavior that's

0:30:32.840 --> 0:30:36.880
<v Speaker 5>shareholder appropriate. So those are kind of like two big categories.

0:30:36.920 --> 0:30:38.600
<v Speaker 5>I mean, drew other stuff that you want to add on.

0:30:38.640 --> 0:30:39.440
<v Speaker 2>Yeah. I mean, I'd just.

0:30:39.440 --> 0:30:43.160
<v Speaker 4>Add to that, you know, do they have a value

0:30:43.280 --> 0:30:49.360
<v Speaker 4>creating mentality? And I'll contrast that to a mentality of

0:30:51.560 --> 0:30:54.720
<v Speaker 4>a CEO or a management team that's enthralled with the

0:30:54.800 --> 0:30:59.360
<v Speaker 4>trappings of the job and all the perquisites that go

0:30:59.480 --> 0:31:03.360
<v Speaker 4>with it. But if they have a value creating mentality,

0:31:03.520 --> 0:31:09.040
<v Speaker 4>then you have that shareholder alignment, you know, an empire

0:31:09.080 --> 0:31:15.560
<v Speaker 4>builder versus somebody who runs the business relative to creating

0:31:15.920 --> 0:31:20.840
<v Speaker 4>good and growing returns. So that's very important. What what

0:31:21.000 --> 0:31:23.720
<v Speaker 4>is management focused on? And what are they incentivized to

0:31:23.800 --> 0:31:27.280
<v Speaker 4>do by the board's incentive structure. So we spend a

0:31:27.280 --> 0:31:30.560
<v Speaker 4>lot of time looking at those the incentive structure. What

0:31:30.760 --> 0:31:33.080
<v Speaker 4>is it that we're paying management to do? Because most

0:31:33.080 --> 0:31:37.440
<v Speaker 4>people do what they're paid paid to do, and and

0:31:37.600 --> 0:31:40.800
<v Speaker 4>so you know, one of the things that we do

0:31:40.880 --> 0:31:44.240
<v Speaker 4>we have a we have a very substantial ESG effort

0:31:44.360 --> 0:31:48.880
<v Speaker 4>here and an entire uh separate group of research analysts

0:31:48.920 --> 0:31:53.840
<v Speaker 4>who focus on the ESG factors for for you know,

0:31:53.920 --> 0:31:58.240
<v Speaker 4>the companies that we invest in, and we dig through

0:31:58.600 --> 0:32:02.760
<v Speaker 4>those filings and make sure we fully understand exactly how

0:32:02.760 --> 0:32:06.520
<v Speaker 4>these managements are our incentivized and we in many cases

0:32:06.640 --> 0:32:10.440
<v Speaker 4>work with the companies and we reflect information, we reflect

0:32:10.480 --> 0:32:13.560
<v Speaker 4>opinions back to the boards, and you know, we're on

0:32:13.640 --> 0:32:17.520
<v Speaker 4>the phone with with lead independent directors, chairman's of the

0:32:17.560 --> 0:32:20.880
<v Speaker 4>board if they're not the CEO, and expressing our views

0:32:20.920 --> 0:32:25.320
<v Speaker 4>if we see room for improvement, and that can be

0:32:25.360 --> 0:32:30.200
<v Speaker 4>a really important part of driving the behavior and thus

0:32:30.240 --> 0:32:32.960
<v Speaker 4>or returns on and when you're talking about an individual company.

0:32:34.040 --> 0:32:38.000
<v Speaker 4>The other one other thing that I really love is

0:32:38.560 --> 0:32:43.440
<v Speaker 4>management that really knows the numbers cold. They know every number,

0:32:43.520 --> 0:32:46.400
<v Speaker 4>they know every detail, and it's amazing the range that

0:32:46.480 --> 0:32:48.920
<v Speaker 4>you get when you talk to managements your whole life.

0:32:48.960 --> 0:32:52.280
<v Speaker 4>Like Clark and I do. You know, some managers are

0:32:52.280 --> 0:32:54.640
<v Speaker 4>a little more up in the clouds and they delegate

0:32:54.680 --> 0:32:57.000
<v Speaker 4>a lot to their people. But remember when you're making

0:32:57.680 --> 0:33:04.200
<v Speaker 4>big strategic decisions, you know, every day, every week, every month,

0:33:04.880 --> 0:33:07.840
<v Speaker 4>really understanding the nuts and the bolts of the business,

0:33:07.920 --> 0:33:12.040
<v Speaker 4>I think likely leads to better decisions. So I love

0:33:12.120 --> 0:33:12.640
<v Speaker 4>to see that.

0:33:14.560 --> 0:33:17.680
<v Speaker 1>I do want to ask also about risk and how

0:33:17.720 --> 0:33:22.240
<v Speaker 1>you manage risk for the portfolio, especially during times when

0:33:22.280 --> 0:33:23.360
<v Speaker 1>growth is out of favor.

0:33:25.440 --> 0:33:28.040
<v Speaker 5>Yeah, so risk is a huge part of what we do.

0:33:28.120 --> 0:33:32.920
<v Speaker 5>It's part of our daily workflow. So you know, if

0:33:32.960 --> 0:33:35.560
<v Speaker 5>we think about our team compared to other growth teams

0:33:35.560 --> 0:33:37.240
<v Speaker 5>that I know in the industry, you know, I think

0:33:37.280 --> 0:33:41.360
<v Speaker 5>our focus on competitive advantage is very differentiated. I think

0:33:41.360 --> 0:33:44.800
<v Speaker 5>a lot of growth investors are looking for just some

0:33:45.040 --> 0:33:49.080
<v Speaker 5>great story where there's high projections on the cell side.

0:33:49.240 --> 0:33:51.120
<v Speaker 5>But if you don't have a moat around that business,

0:33:51.120 --> 0:33:53.520
<v Speaker 5>that's going to collapse, right like a peloton at the

0:33:53.600 --> 0:33:56.000
<v Speaker 5>end of the day, Peloton makes stationary bikes, right, And

0:33:56.040 --> 0:34:00.280
<v Speaker 5>so that's one thing differentiate differentiates us. But also folio

0:34:00.400 --> 0:34:03.240
<v Speaker 5>balance is another thing that I think really differentiates us.

0:34:03.280 --> 0:34:05.600
<v Speaker 2>And kind of the key tool.

0:34:05.400 --> 0:34:08.680
<v Speaker 5>There are risk tools, and so we have tools on

0:34:08.760 --> 0:34:13.160
<v Speaker 5>our desktop where every day we can be looking at

0:34:13.520 --> 0:34:17.560
<v Speaker 5>high level metrics. So it could be what's the tracking risk,

0:34:18.440 --> 0:34:20.799
<v Speaker 5>how does it compare it to the past, how do

0:34:20.840 --> 0:34:25.560
<v Speaker 5>you break down that tracking error between different pieces, what's

0:34:25.560 --> 0:34:28.200
<v Speaker 5>your predicted beta? But then we can also use this

0:34:28.800 --> 0:34:31.640
<v Speaker 5>desktop tool to go deeper. We can say how much

0:34:31.719 --> 0:34:34.560
<v Speaker 5>risk is coming from a sector or industry, how much

0:34:34.640 --> 0:34:37.239
<v Speaker 5>risk is coming from a security how much risk is

0:34:37.280 --> 0:34:40.359
<v Speaker 5>coming from the mag seven as a bucket, because they're

0:34:40.480 --> 0:34:41.840
<v Speaker 5>very big in our benchmark.

0:34:42.560 --> 0:34:45.279
<v Speaker 2>So we have those tools there every single day.

0:34:46.000 --> 0:34:50.200
<v Speaker 5>We also have a quarterly formal risk review with our

0:34:50.280 --> 0:34:54.960
<v Speaker 5>risk team, and our entire team participates in that, and

0:34:55.000 --> 0:34:56.840
<v Speaker 5>so we'll look at all sorts of metrics. But another

0:34:56.880 --> 0:34:58.839
<v Speaker 5>thing we do is we run forty to forty five

0:34:58.880 --> 0:35:02.799
<v Speaker 5>stress tests across the portfolio. So a stress test could

0:35:02.800 --> 0:35:05.719
<v Speaker 5>be interest rates go way up or way down, a

0:35:05.840 --> 0:35:11.080
<v Speaker 5>massive smid cap rally, value rally. You can replicate something

0:35:11.160 --> 0:35:13.960
<v Speaker 5>like what happened after nine to eleven, things of that nature.

0:35:14.000 --> 0:35:16.000
<v Speaker 5>And we look across those stress tests and try to

0:35:16.000 --> 0:35:20.760
<v Speaker 5>find instances where we would have a more extreme reaction

0:35:20.960 --> 0:35:22.960
<v Speaker 5>to that environment than what we want.

0:35:23.000 --> 0:35:25.080
<v Speaker 2>So we're using these tools all the time.

0:35:26.640 --> 0:35:28.239
<v Speaker 5>And I will come back to the MAG seven a

0:35:28.280 --> 0:35:31.359
<v Speaker 5>little bit, because you know that's probably where we.

0:35:31.440 --> 0:35:33.200
<v Speaker 2>Use the risk tools the most.

0:35:34.560 --> 0:35:37.799
<v Speaker 5>If you are naked or if you have a halfway

0:35:37.880 --> 0:35:41.239
<v Speaker 5>in a MAG seven stock, that can actually start to

0:35:41.440 --> 0:35:43.800
<v Speaker 5>end up being twenty thirty percent of the risk in

0:35:43.840 --> 0:35:46.800
<v Speaker 5>the portfolio right because of how our benchmark is constructed.

0:35:46.960 --> 0:35:49.840
<v Speaker 5>So we watch those very closely. The one we probably

0:35:49.840 --> 0:35:52.959
<v Speaker 5>watch the most closely is Tesla. So our risk team

0:35:53.000 --> 0:35:56.080
<v Speaker 5>says they have never seen a company with that market

0:35:56.080 --> 0:35:59.560
<v Speaker 5>cap behave like a smidcap biotech. It literally has the

0:35:59.600 --> 0:36:02.640
<v Speaker 5>behavior patterns of a MidCap biotech. So we watched that

0:36:02.719 --> 0:36:07.200
<v Speaker 5>really closely. The second part of your question, I you know,

0:36:07.640 --> 0:36:09.840
<v Speaker 5>I'll let Drew jump in here. I apologize for the

0:36:10.239 --> 0:36:12.200
<v Speaker 5>long way to the answer, but you know, in terms

0:36:12.200 --> 0:36:15.200
<v Speaker 5>of like when growth out of favor, we would certainly

0:36:15.280 --> 0:36:16.960
<v Speaker 5>use risk tools then, but I think we're at that

0:36:17.000 --> 0:36:19.879
<v Speaker 5>point we're almost more looking at our opportunity set, kind

0:36:19.880 --> 0:36:22.080
<v Speaker 5>of like the end of twenty twenty two, where it's

0:36:22.120 --> 0:36:25.680
<v Speaker 5>more like, hey, ASML is amazing, and video is amazing,

0:36:26.200 --> 0:36:28.440
<v Speaker 5>Netflix is amazing. I'm just throwing somebody out there and

0:36:28.480 --> 0:36:30.439
<v Speaker 5>they look really really cheap now because they're out of favor,

0:36:30.520 --> 0:36:32.680
<v Speaker 5>let's take those up, and it's probably a little bit

0:36:32.760 --> 0:36:34.520
<v Speaker 5>less of a risk tool exercise.

0:36:35.160 --> 0:36:38.160
<v Speaker 4>Drew, Yeah, I mean, I think it's important to remember

0:36:38.200 --> 0:36:44.120
<v Speaker 4>that we're, you know, we're growth investors, and so growth

0:36:44.200 --> 0:36:47.319
<v Speaker 4>is out of favor. We try not to have a

0:36:47.440 --> 0:36:51.400
<v Speaker 4>huge tilt in the portfolio, either growth or value relative

0:36:51.440 --> 0:36:55.759
<v Speaker 4>to the growth index. So the exercise is really just

0:36:55.840 --> 0:36:59.319
<v Speaker 4>identifying the best wide mode growth companies that we can

0:36:59.400 --> 0:37:04.719
<v Speaker 4>find given the market environment we're operating in. So if

0:37:04.800 --> 0:37:07.080
<v Speaker 4>growth is out of favor, it depends how growth is

0:37:07.080 --> 0:37:10.080
<v Speaker 4>out of favor, but it can often mean that some

0:37:10.160 --> 0:37:14.480
<v Speaker 4>of the moderately high growth, really high quality companies looked

0:37:14.480 --> 0:37:18.480
<v Speaker 4>particularly attractive, and we would use that opportunity to add

0:37:18.480 --> 0:37:22.160
<v Speaker 4>to those in the portfolio, and the sources of funds

0:37:22.840 --> 0:37:27.399
<v Speaker 4>would likely be the stocks that have lower growth, more

0:37:27.520 --> 0:37:31.799
<v Speaker 4>value oriented characteristics. So this goes back to the This

0:37:31.880 --> 0:37:36.000
<v Speaker 4>goes back to the twenty twenty with COVID. You know,

0:37:36.160 --> 0:37:40.719
<v Speaker 4>anything that was that that that smelled of safety to

0:37:40.800 --> 0:37:44.000
<v Speaker 4>the market got bit up to very high valuations. While

0:37:44.000 --> 0:37:50.800
<v Speaker 4>everything that had economic sensitivity, you know, particularly anything related

0:37:50.840 --> 0:37:56.000
<v Speaker 4>to travel or you know, anything where you know, staying

0:37:56.000 --> 0:37:58.680
<v Speaker 4>at home and not spending outside the home was going

0:37:58.760 --> 0:38:03.320
<v Speaker 4>to restaurants, you know, that was that got hurt. And

0:38:03.400 --> 0:38:05.680
<v Speaker 4>we weeded through all that and just you know, that

0:38:05.840 --> 0:38:09.040
<v Speaker 4>was a safety market. Probably more value are in market.

0:38:09.560 --> 0:38:13.520
<v Speaker 4>That unearthed tremendous opportunities for us to kind of reload

0:38:13.560 --> 0:38:17.520
<v Speaker 4>the portfolio for the end of twenty and into twenty one,

0:38:17.600 --> 0:38:20.600
<v Speaker 4>which was a very successful period for us.

0:38:21.239 --> 0:38:24.480
<v Speaker 1>Okay, well, I just have one more question actually for

0:38:24.560 --> 0:38:28.120
<v Speaker 1>both of you, what do you consider the most overrated

0:38:28.280 --> 0:38:32.239
<v Speaker 1>investment metric just in investing in general.

0:38:32.719 --> 0:38:38.399
<v Speaker 4>I'll jump in on that. I think PE is very overrated.

0:38:38.680 --> 0:38:44.120
<v Speaker 4>And the first reason that PE is very overrated is

0:38:49.760 --> 0:38:53.880
<v Speaker 4>the earnings are are accounting earnings in the PE ratio,

0:38:53.960 --> 0:38:58.839
<v Speaker 4>they are not cash flow generation. And we believe that

0:38:59.680 --> 0:39:03.440
<v Speaker 4>value you creation is how much cash do you produce now.

0:39:04.360 --> 0:39:06.360
<v Speaker 4>You may not produce it this year, it may be

0:39:06.520 --> 0:39:09.799
<v Speaker 4>next year. But that's why we use this DCF mentality

0:39:09.840 --> 0:39:13.760
<v Speaker 4>to capture a growing business that may be investing now,

0:39:14.360 --> 0:39:16.839
<v Speaker 4>but later on they're harvesting the cash. But we can

0:39:16.880 --> 0:39:20.360
<v Speaker 4>model that out. Is it a cash generative business or

0:39:20.440 --> 0:39:24.839
<v Speaker 4>is it not. I'll give you an example. Airlines over

0:39:24.920 --> 0:39:29.399
<v Speaker 4>time have appeared to have very low pees. But when

0:39:29.400 --> 0:39:32.680
<v Speaker 4>you look at the free cash flow generation, the free

0:39:32.760 --> 0:39:37.000
<v Speaker 4>cash flow generation is very low, and so the earnings quality.

0:39:37.040 --> 0:39:39.360
<v Speaker 4>You hear people talking about earnings quality, the earnings quality

0:39:39.400 --> 0:39:41.879
<v Speaker 4>is low the way we look at it because those

0:39:41.920 --> 0:39:47.360
<v Speaker 4>business models require so much investment upfront, and you have

0:39:47.440 --> 0:39:49.560
<v Speaker 4>to ask yourself do they actually get a good return

0:39:49.600 --> 0:39:52.200
<v Speaker 4>on that investment. And I would suggest to you the

0:39:52.280 --> 0:39:58.480
<v Speaker 4>reason that airlines typically have very low PES is one

0:39:59.560 --> 0:40:02.239
<v Speaker 4>they are closer to commodities than a lot of businesses,

0:40:02.320 --> 0:40:06.640
<v Speaker 4>so very competitive and to the returns on a cash

0:40:06.680 --> 0:40:11.480
<v Speaker 4>flow basis over time have been have been not high.

0:40:11.840 --> 0:40:15.960
<v Speaker 4>And so I think when we are investing companies, we

0:40:16.000 --> 0:40:19.240
<v Speaker 4>are looking at the free cash flow generation of the business,

0:40:19.280 --> 0:40:23.719
<v Speaker 4>not the accounting earnings. Accounting earnings can be very much manipulated.

0:40:24.040 --> 0:40:26.520
<v Speaker 4>It has to do with all kinds of assumptions. What

0:40:26.560 --> 0:40:30.759
<v Speaker 4>are your depreciation assumptions, what are your accrual assumptions. And

0:40:30.840 --> 0:40:34.480
<v Speaker 4>if you go back to WorldCom and Enron, both of

0:40:34.520 --> 0:40:39.240
<v Speaker 4>those situations were predictable if you focused on the cash

0:40:39.239 --> 0:40:43.840
<v Speaker 4>flow and not on the accounting earnings that they were generating.

0:40:44.600 --> 0:40:48.960
<v Speaker 5>Clark, Yeah, I'll share like a more slightly different answer

0:40:49.000 --> 0:40:53.000
<v Speaker 5>where it's maybe a little bit more nuanced, And it's

0:40:53.040 --> 0:40:55.319
<v Speaker 5>just this idea that I think you need to be

0:40:55.480 --> 0:40:59.959
<v Speaker 5>using tools that make sense relative to the task at hand.

0:41:00.840 --> 0:41:04.359
<v Speaker 2>And I had a.

0:41:03.080 --> 0:41:06.880
<v Speaker 5>Graduate school professor and he's like, there's this class on

0:41:07.080 --> 0:41:08.759
<v Speaker 5>using a DCF, and he's like, you gotta be really

0:41:08.800 --> 0:41:11.360
<v Speaker 5>careful because once you give a baby a hammer, everywhere

0:41:11.400 --> 0:41:13.120
<v Speaker 5>he looks, he sees a nail, right, And it's like

0:41:13.640 --> 0:41:16.960
<v Speaker 5>a DCF can work great in certain instances. A PE

0:41:17.040 --> 0:41:21.279
<v Speaker 5>multiple is fine in other instances. EV even does, and

0:41:21.400 --> 0:41:23.799
<v Speaker 5>but you don't want to just have this one thing

0:41:23.880 --> 0:41:26.000
<v Speaker 5>where you just slap it on everything. And I think

0:41:26.040 --> 0:41:27.960
<v Speaker 5>you really kind of want to view yourself more as

0:41:28.600 --> 0:41:31.200
<v Speaker 5>a carpenter, right, And you've got a tool, a bunch

0:41:31.239 --> 0:41:33.400
<v Speaker 5>of tools on your toolkit, and sometimes you want a

0:41:33.440 --> 0:41:35.040
<v Speaker 5>sledgehammer to knock a wall down.

0:41:35.080 --> 0:41:37.160
<v Speaker 2>Maybe that's ev to sales, and.

0:41:37.160 --> 0:41:39.359
<v Speaker 5>Other times maybe you need to do some really nice

0:41:39.440 --> 0:41:42.560
<v Speaker 5>detail work and be a bit more precise, which could

0:41:42.560 --> 0:41:45.200
<v Speaker 5>be like a really thought out DCF model. And so

0:41:45.400 --> 0:41:47.960
<v Speaker 5>I don't I'm not sure there's like tools or metrics

0:41:47.960 --> 0:41:50.120
<v Speaker 5>where I'm like, well, this is just universally bad. But

0:41:50.600 --> 0:41:53.520
<v Speaker 5>I do think investors need to have kind of like

0:41:53.600 --> 0:41:56.400
<v Speaker 5>situational awareness and make sure the tool they're pulling out

0:41:56.400 --> 0:41:59.520
<v Speaker 5>of the toolkit is appropriate relative to the task.

0:42:00.480 --> 0:42:03.840
<v Speaker 1>Well, makes sense, Clark, Drew, thank you so much for

0:42:03.920 --> 0:42:04.680
<v Speaker 1>joining us today.

0:42:04.760 --> 0:42:06.920
<v Speaker 2>Thank you for having us, thanks for having us.

0:42:07.239 --> 0:42:10.000
<v Speaker 1>Enjoyed it, Gina, thank you for being my co host

0:42:10.080 --> 0:42:10.600
<v Speaker 1>once again.

0:42:11.280 --> 0:42:13.239
<v Speaker 3>Thank you, David, and it was really great to meet

0:42:13.239 --> 0:42:14.560
<v Speaker 3>both of you. Thanks for joining us.

0:42:14.680 --> 0:42:17.520
<v Speaker 1>Until next week. This is David Cone with Inside Act