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Critics argue Pershing can't grow AUM while its funds trade at discounts. However, the historic $5 billion launch of $PSUS, while its London fund ($PSH) traded at a 30% discount, proves the team can successfully raise new capital regardless.
Despite the structural limitations of a '40 Act fund, Bill Ackman's team is expected to find innovative methods to continue its successful macro hedging strategy, a key component of its historical outperformance.
The minimum seed capital for an ETF has jumped from $5M to over $25M, not due to rising operational costs, but to convey credibility. A substantial launch amount signals to the market that the fund can sustain itself for the 3-5 years necessary to build a track record and attract investors.
With truly permanent capital and a lean team of 50, Pershing's management company ($PS) has unparalleled operating leverage. Its AUM can double in three years from performance alone, justifying a 30x+ multiple on fee-related earnings.
Due to its massive scale, franchise quality, and expected corporate access (e.g., quarterly earnings calls), $PSUS will likely trade differently than typical closed-end funds, potentially commanding a premium to NAV.
While Pershing's London-listed fund ($PSH) has a larger discount, $PSUS is more accessible to US investors with specific mandates and tax considerations, like Texas Teachers, creating a distinct and strong demand base.
By building a massive, self-funding capital base through its insurance arm, Apollo has flipped the traditional asset manager challenge. Its primary constraint on growth is no longer raising money, but originating enough attractive assets to deploy it.
Typical asset manager valuation as a percentage of AUM is misleading for Pershing. Unlike peers whose "permanent capital" is often 6-year funds, Pershing's capital is truly permanent, and its operating leverage is vastly superior, justifying a different valuation framework.
The 15 largest PE firms control 20% of industry AUM and have mastered capital aggregation through insurance and wealth channels. Their primary business challenge is now deploying this capital into enough quality deals, while every other firm still struggles to raise funds.
Raising a first fund is a slow grind that often culminates in a sudden surge of commitments. It's common to raise more capital in the last few weeks than in the preceding year or more. This 'tip over' point rewards the persistence of staying in the market long enough for momentum and scarcity to finally converge.
A common misperception is that large firms build extensive fundraising teams because their scale allows them to afford it. The reality is the inverse: these firms achieved scale precisely because they invested in professionalizing their investor relations and capital-raising capabilities early on, creating a flywheel for growth.