Fairfax Financial's Prem Watsa initially had no interest in finance or wealth creation. His journey from chemical engineering to investing was accidental, sparked by a university course that reframed business analysis as a practical exercise, shifting his entire career path.
Paradoxically, the deeply decentralized Fairfax learned that centralization can be a tool to improve its core model. They consolidated four underperforming subsidiaries to align them with Fairfax's guiding principles. Once this cultural foundation was set, they could be successfully decentralized again with more autonomy and better results.
To maintain pricing discipline, Fairfax has a strict M&A rule: it never participates in auctions or bidding wars. Once an offer is made, it's final. This strategy prevents them from overpaying and ensures they only acquire companies at prices that offer attractive future returns.
In an industry like insurance with few structural competitive advantages, founder Prem Watsa identifies culture as Fairfax's only true moat. Qualities like trust, fairness, humility, and long-term thinking differentiate the company, drive performance, and are nearly impossible for competitors to copy.
After enduring a brutal multi-year short-seller campaign, Fairfax concluded that a fortress balance sheet is the ultimate defense. They now hold billions in cash and untapped credit lines, not just for operational safety, but specifically to make the company an unattractive target for future hedge fund attacks.
Prem Watsa embedded his company's core values directly into its name. "Fair" signifies equitable treatment, the second "F" stands for "Friendly" (no hostile takeovers), and "AX" is a nod to its focus on acquisitions. This makes the company's cultural DNA clear to all stakeholders.
Fairfax's multi-billion dollar gain during the 2008 crisis was not a speculative macro bet but a defensive one. They bought credit default swaps (CDS) as insurance against their own reinsurers, whom they identified as being dangerously exposed to mortgage-backed securities, protecting themselves from counterparty failure.
Fairfax employs a clever M&A strategy called the "cannibal buy-up." When an asset is too large to acquire outright, they partner with another firm. Later, when financially stronger, they use their capital to buy out the partner's stake, allowing them to gain 100% control of a valuable asset over time.
After profiting from its GFC hedges, Fairfax over-learned the lesson and continued hedging equities from 2010 to 2016. This protective stance became so costly in a bull market that it completely wiped out all operating income for that period, causing massive underperformance against the S&P 500.
Fairfax executed a brilliant capital allocation move by selling a 10% stake in its subsidiary, Odyssey, to pension funds for 1.7 times its book value. They then used the billion-dollar proceeds to buy back their own undervalued parent company stock, which was trading at a discount of 0.9x book value.