The default reaction to poor performance is to become defensive. Instead, managers should establish a baseline of extreme transparency during good times. This builds the relational trust required for LPs to remain supportive during inevitable rough patches.
Instead of simply redeeming from a struggling manager based in Singapore, the allocator flew there to explain the decision face-to-face. This respectful, human approach preserved the personal relationship, recognizing that how you exit a partnership is critically important.
An allocator's job is like a composer's: balance the performance of individual managers (the melody) with their collective impact on the portfolio (the harmony). The most skillful compromises, often in the less obvious parts of the portfolio, create the best overall result.
In one high-performing fund, the COO, who started in investor relations, acts as an equal partner to the PM. This structure fosters deep transparency and resilience, demonstrating that IR is a core strategic function, not an ancillary one, when empowered correctly.
A manager who experienced a string of subpar years early on, rather than initial success, was forced to build a more battle-tested business. This period of struggle shaped a superior culture and communication strategy that ultimately led to extreme outperformance.
When a fund manager faced a ~50% drawdown, his commitment to earning back capital, rather than becoming defensive or threatening to close, was a key signal. This behavior justified staying invested through the trough, ultimately leading to a 5x return.
The investment industry is obsessed with finding the "best" managers. However, an allocator's primary role is active portfolio management: ensuring the firm's money-weighted return exceeds its time-weighted return by dynamically sizing positions and ensuring proper portfolio fit.
A manager shared candid details about firing an analyst for lying. While initially raising questions about his management ability, this radical transparency ultimately revealed his strong ethical compass, providing a rare window into the firm's character and strengthening the allocator's conviction.
After six years of conversations, a top manager responded to an investment inquiry with, "Don't you think we should spend more time getting to know each other?" This counterintuitive move signals a focus on long-term partnership over short-term asset gathering, a hallmark of a premier investor.