Many investors focus on the current size of a company's competitive advantage. A better indicator of future success is the direction of that moat—is it growing or shrinking? Focusing on the trajectory helps avoid value traps like Nokia in 2007, which had a wide but deteriorating moat.

Some companies execute a 3-5 year plan and then revert to average returns. Others 'win by winning'—their success creates new opportunities and network effects, turning them into decade-long compounders that investors often sell too early.

To win highly sought-after deals, growth investors must build relationships years in advance. This involves providing tangible help with hiring, customer introductions, and strategic advice, effectively acting as an investor long before deploying capital.

Adrian Melli argues that moving from a high-fee hedge fund to a lower-fee long-only firm created an arbitrage opportunity. By applying the same rigorous research to a structure with a lower cost of capital, his team could generate superior net returns for clients, a non-consensus bet that paid off.

A sustainable competitive advantage is often rooted in a company's culture. When core values are directly aligned with what gives a company its market edge (e.g., Costco's employee focus driving superior retail service), the moat becomes incredibly difficult for competitors to replicate.

As AI commoditizes technology, traditional moats are eroding. The only sustainable advantage is "relationship capital"—being defined by *who* you serve, not *what* you do. This is built through depth (feeling seen), density (community belonging), and durability (permission to offer more products).

Contrary to belief, downside protection in a growth portfolio is not about diversification. It's about owning companies whose competitive advantages are actively growing. During downturns, these companies can invest and take market share from financially constrained rivals, making them surprisingly resilient and defensive.

Eagle Capital pays its analysts salary only, with no bonuses. This unconventional structure removes the pressure for short-term performance, aligns incentives with the firm's multi-year holding periods, and counter-positions against the bonus-driven culture of multi-manager funds.

In a market dominated by short-term traders and passive indexers, companies crave long-duration shareholders. Firms that hold positions for 5-10 years and focus on long-term strategy gain a competitive edge through better access to management, as companies are incentivized to engage with stable partners over transient capital.