Performance comes before asset gathering
“Job one, two and three for your manager is investment performance, not asset gathering.”
Investing
Nick Sleep and Qais Zakaria's June 2004 letter to Nomad partners, one of the letters in Nomad Investment Partnership Letters, 2001–2014.
“Job one, two and three for your manager is investment performance, not asset gathering.”
“Common sense and simple maths dictate that it will be opportune if growth can be channeled to coincide with depressed prices, and not market tops.”
“Investment dollars work best when they occupy a different psychic space to almost any other form of savings you may have.”
“A consequence of price discipline is that one cannot be certain of the size of the investment opportunity in advance.”
“In reality opportunities in which we are comfortable to deploy capital are rare, and the highest conviction ideas the rarest of them all.”
“At Nomad we would rather results were more volatile year to year but maximized our rolling five-year outcome.”
“The more stocks you own the less you care about each one individually.”
“When over - diversification becomes the industry norm then in aggregate investors risk failing to police bad corporate behavior. Would fund managers be so liberal with dysfunctional management if the holding was 20% of the portfolio rather than 0.2%?”
“To stand by and watch whilst we are having our wallet lifted makes little sense to us. Selling the shares and buying something else does no one any good either, even though this is common practice in the industry.”
“Good capital allocation takes many forms and does not necessarily require a firm to grow.”
“When we think about companies, the over-riding analytical consideration is the quality of the business and quality of management’s capital allocation decisions. The longer investors own shares the more their outcome is linked to these two metrics.”
“What separates a corporate hero from a loon is an intellectually honest appraisal of business prospects and armed with that knowledge an appropriate allocation of discretionary resources .”
“There are only two reasons companies behave well. Because they want to, and because they have to. Our preference is to invest in those that want to.”
“Over time, [volatile stock prices] offers the prospect that any business, indeed all businesses, will be meaningfully mispriced.”
“Even though prices are generally high, the trick is to do the work today, so that we are ready.”
“Nomad’s orientation is genuinely long-term, and more regular reports, daily, weekly, monthly, or otherwise, are likely to be of little value to you, and may even be counterproductive.”
“If Nomad is to have a sustainable comparative advantage, this will come from the capital allocation skills of your manager and the patience of our Partners.”
“Our most common mistake is to misjudge capital allocation decisions by our companies: firms which articulate a share repurchase/debt repayment strategy and have incentives to reinforce that outcome, throw caution to the wind and make acquisitions instead.”
“We have therefore tended to find that our mistakes atrophy (stay cheap) rather than collapse, although we can all name one collapse!”