Tag Archives: political

Distress Testing The Efficient Frontier

Click to enlarge Many historically inclined residents of White Plains, New York can recount the legend of Sleepy Hollow and what inspired it. The day was October 31, 1776, and our young Revolution was in the throes of a heated battle. One this bloody All Hallows Eve, so stirred by his witnessing of a horrific incident on the Merrit Hill battlefield was American General William Heath that he dramatically recorded the horror of it in his journal as such: “A shot from the American cannon at this place took off the head of a Hessian artillery-man. They also left one of the artillery horses dead on the field. What other loss they sustained was not known.” It was the general’s vivid recollection of this scene that was to be the inspiration for author Washington Irving’s penning of his classic ghostly retelling of Heath’s journal entry, America’s version of a common folk tale dating back to Celtic times when for the first time the Headless Horseman set out on his eerie ride. Today, investors may find themselves wondering just what financial spirits have already been unleashed to darken the legacy of the Federal Reserve’s current head. They know what lingers to ominously shadow two of her notable predecessors. Alan Greenspan will forever be disturbed by the ghost of irrational exuberance, and his successor Ben Bernanke by the vestiges of subprime being “contained.” Given the state of the financial markets today, odds are Janet Yellen will be perennially preoccupied with the death of the efficient frontier. In a perfect world, as we were schooled in Portfolio Management 101, investors maximize their return while minimizing their risk. To accomplish this, we’ve long relied on the work of Harry Markowitz who, in 1952, developed a system to identify the most efficient portfolio allocation. Using the expected returns and risks of individual asset classes, and the covariance of each class with its portfolio brethren, a frontier of possibilities is conceived. Where to settle on this frontier is wholly contingent on a given investor’s unique risk appetite. And so it went – in yesteryear’s perfect world. Unfortunately, the Fed’s fabricating of a different kind of perfect world has all but rendered impotent the efficacy of the efficient frontier. There are countless ways to illustrate this regrettable development, one of which can be viewed through the prism of volatility. Investors are now so enamored of the good old days, when assets traded in volatile fashion based on their individual risk characteristics that the “VIX” has become a household name. In actuality, it is as it appears in its all-cap glory – a ticker symbol for the Chicago Board of Options Exchange Volatility Index. What the VIX reflects is the market’s forecast for how bumpy things might, or might not, get over the next 30 days. As is stands, at about 13, the VIX is sitting on its 2016 lows which are on par with where it was in August following the Chinese devaluation scare. But it has not been uncommon in market history for the VIX to dip below 10 into the single digits, as it did in late 1993. It again broke below 10, but with much more fanfare, in 2007 ahead of a vicious bear market that ravaged investors in all asset classes. Writing up to 16 markets briefs per year for nearly a decade inside the Fed required no small amount of title-writing technique. One of the most memorable of these immortalized in early 2013 was “Fifty Shades of Glaze,” which touched on the very subject of investor complacency using the VIX as evidence. The Wall Street Journal reported on March 11 of that year that investors were “worry free” in light of the VIX falling below 12, a number not seen since 2007. The hissy fit that markets pitched a few months later following the Fed’s threats to taper open market purchases served to send the VIX upwards. But things have since settled down, convinced as markets are that lower for longer is the newest ‘new normal.’ In a seemingly comatose state, the VIX has breached 15 on the downside twice as often since 2013 as it has on average since 2005. “I’ve been making the argument since 2010 that heavy-handed central bank policy is destroying traditional relationships,” said Arbor Research President Jim Bianco, who went on to add “stock picking is a dead art form.” By all accounts, Bianco’s assertion is spot on – the death of stock picking has not been exaggerated. It’s no secret that indexing is all the rage; index-tracking funds now account for a third of all stock and bond mutual fund and exchange-trades fund assets under management. The problem is that the most popular index funds have distorted valuations precisely because passive investing has become so popular. Consider the biggest index on the block, the S&P 500. Now break it down into its 500 corporate components. Some are presumably winners and some not so much. But every time an investor plows more money into an S&P 500 index fund, winners and losers are purchased as if their merits are interchangeable. The proverbial rising tide lifts all boats – yachts and dinghies alike. If that sounds like a risky proposition, that’s because it is. Not only are stocks at their most overvalued levels of the current cycle, index funds are even more overvalued, and increasingly so, the farther the rally runs. As Bianco explained, “In today’s highly correlated world, company specifics take a back seat to macro considerations. All that matters is risk-on and/or risk-off. Unfortunately, this makes the capital allocation process inefficient.” The question is, what’s a rational, and dare say, prudent investor to do? In one word – suffer. Pension funds continue to fall all over one another as they jettison their hedge fund exposure; that of New York City was the latest. It’s not that hedge fund performance has been acceptable; quite the opposite. But ponder for a moment the notion that pensions no longer need to hedge their portfolios. Is the world truly foolproof? Of course, hedge funds are not alone in being herded to the Gulag as they are handed down their Siberian sentences. All manner of active managers have underperformed their benchmarks and suffered backlashing outflows. They’ve just come through their worst quarterly performance in the nearly 20 years records have been tracked. And so the exodus from active managers continues while investors maintain their dysfunctional love affairs with passive, albeit, aggressive investing. When will this all end? It’s hard to say. Bianco contends that it’s not as simple as what central banks are doing – they’ve abetted economic stimulus efforts before. Remember the New Deal? What’s new today is the size and scope of the intervention. How will it end? We actually have an idea. Passive bond funds “enabled the borrowing binge by U.S. oil and gas companies,” as reported by Bloomberg’s Lisa Abramowitz. It was something of a vicious process that started with – surprise, surprise – zero interest rates compelling investors to reach for yield. Enter risky oil and gas companies whose bonds sported multiples of, well, zero. It all started out innocently enough in 2008, with these issuers having some $70 billion in outstanding bonds. But every time they floated a new issue to hungry managers, their weight in the index grew proportionately. In the end, outstanding bonds for this cohort rose to $234 billion. “Their debt became a bigger proportion of benchmark indexes that passive strategies used as road maps for what to buy,” Abramowitz wrote. “Leverage begot leverage begot leverage.” Since June 2014, some $65 billion of this junk-rated debt has been vaporized into a default vacuum. Yes, passive investing involves lower fees. But it can also suffer as indiscriminate buying can just as swiftly become equally indiscriminate selling. Such is the effective blind trust index investors have put in central bankers to never allow the rally to die. “The actions of people like Janet Yellen or Mario Draghi matter far more than any specific fundamental of a company,” Bianco warned. “It’s as if every S&P 500 company has the same Chairman of the Board that only knows one strategy, resulting in a high degree of correlation between seemingly unrelated companies.” Nodding to this dilemma, several years ago, the CFA Society raised a white flag on the efficient frontier in a Financial Times article. Any and all applicants were welcome to suggest a new order, a new way for investors to safely design portfolios to comply with their individual risk tolerance. Just think of the inherent quandary facing the poor folks who run insurance companies. These firms have a fiduciary duty to own at least some risk-free assets. That’s kind of hard to do when yields on these assets are scraping the zero bound, or worse, are negative as is the case with some $7 trillion in bonds around the globe. “Investors have traditionally been able to build balanced portfolios with the inputs of risky and risk-free assets,” said one veteran pension and endowment advisor. “Now that risk-free assets sport negative yields in many countries, to earn any return at all, you have to take undue risk. This breaks the back of the whole equation that feeds the efficient frontier.” A while back, Yellen warned investors of the potential pitfalls of owning high yield bonds. She was no doubt studying data that showed mom & pop ownership of these high octane assets was at a record high. Many onlookers balked at the head of a central bank wading into the wide world of investment advice. But perhaps it’s simply a case of recognizing one’s legacy well in advance. Small investors today have record exposure to passive investing. If Yellen fully grasps what’s to come, she’s no doubt preemptively struck and tormented by the future ghost of rabid animal spirits. “It’s like giving a teenage daughter a Ferrari and hoping she won’t speed,” the advisor added. “If central banks keep price discovery in shackles indefinitely, Markowitz will have to return his Nobel prize.” Let’s hope not. If that’s the case, and the efficient frontier never regains its rightful place in the investing arena, we will find ourselves looking back with less than wonderment as the hedgeless horseman gallops away with our hard earned savings.

5 Secure Stocks For The Tough Times Ahead

Many long-term stock market investors are afraid right now, and who’s to blame them? We are entering a very contentious election summer, and the globe seems to be sitting on a powder keg. News of likely “Trump Riots”, Russian planes buzzing U.S. warships, and a host of other tensions have investors extremely nervous about the future. Click to enlarge Time has confirmed that the best way to deal with uncertainty is to get back to the basics when it comes to the stock market. Buying proven, long-term, steady dividend stocks is one tactic that has been proven to work over time, no matter what happens in the short term. Drilling into the stocks that are steady, dividend-paying performers, utilities are always at the top of the list. The question becomes: Which ones make the most sense right now? We looked over the universe of utility stocks and narrowed it down to five that we expect to weather any upcoming storm. Not to mention, make great long-term investments no matter what the future holds. The combination of the steady dividend and stability of utilities creates the ideal stock for nervous long-term investors. Black Hills Corporation (NYSE: BKH ) This $3 billion market cap South Dakota-based utility provides natural gas and electricity to clients in Kansas, Colorado, Nebraska, Wyoming and South Dakota. Black Hills is currently trading in the $58.00 per share zone and has boasted a 13.7% one-year total return. We love the current dividend yield of 2.8%, but the company lost money in 2015 due to the weak oil & gas business. However, true to form, Black Hills hiked dividends in February for the 46th consecutive time. The acquisition of SourceGas, a company that provides natural gas to customers in Arkansas, Colorado, Nebraska and Wyoming and maintains a Colorado-based gas pipeline, adds to the bullish picture. BMO Capital Group analyst Michael Worms ramped up his rating on the company recently due to the Source Gas deal. He called the deal “transformative” due to it slashing Black Hills’ exposure to unregulated businesses and boosting its customer base by about 50%, to 1.2 million. The EPS is expected to move higher, from $3.07 per share in 2016 to $3.47 in 2017. PPL Corp. (NYSE: PPL ) A $25.4 billion market cap, this Allentown, Pennsylvania-based utility returned an impressive 23.6% over the last year. It currently throws off a 4% annual dividend yield at a share price in the $37.50 zone. Through its subsidiaries, PPL delivers electricity to customers in the United Kingdom, Pennsylvania, Kentucky, Virginia and Tennessee; delivers natural gas to customers in Kentucky; generates electricity from power plants in the northeastern, northwestern and southeastern United States; and markets wholesale or retail energy in the northeastern and northwestern parts of the United States. PPL operates in four segments: the U.K. Regulated Segment comprising PPL Global and WPD Ltd.’s (WPD) regulated electricity distribution operations; the Kentucky Regulated segment comprising the operations of LG&E and KU Energy LLC, which owns and operates regulated public utilities; the Pennsylvania Regulated segment comprising PPL Electric Utilities Corporation’s operations; and the Supply segment comprising the activities of PPL Energy Supply, LLC’s subsidiaries. What we like best about this company is two-fold. First, its capital expenditure strategy and growth is expected to lead to rate increases. Secondly, the firm’s diversification overseas. PPL runs a regulated utility in the United Kingdom. Although the U.K. division accounts for around one-third of its revenues, close to 50% of the company’s profits can be traced to the UK. Its EPS is expected to grow to $2.44 per share in 2017 from $2.36 in 2016. NextEra Energy (NYSE: NEE ) A Florida-based utility focused on the production and distribution of clean energy sources. It earned 8% in 2015 and is expected to grow at a 6-8% rate over the next 2 years. It has returned just over 14% over the last year and yields a solid 2.9%. NextEra Energy, Inc. is a holding company. The company operates through its wholly-owned subsidiaries, Florida Power & Light Company (FPL) and NextEra Energy Resources, LLC (NEER). It is an electric power company in North America with electricity generating facilities located in 27 states in the United States and four provinces in Canada. NEE’s segments are FPL and NEER. FPL is an electric utility engaged primarily in the generation, transmission, distribution and sale of electric energy in Florida. NEER owns, develops, constructs, manages and operates electric generating facilities in wholesale energy markets primarily in the United States, as well as in Canada and Spain. We firmly believe clean energy is the future. NEE earns about 40% of its profits from renewable sources and is rapidly expanding in this sector. Duke Energy Corp. (NYSE: DUK ) Duke is a $55 billion market cap utility company based in North Carolina. It conducts its operations in three business segments: Regulated Utilities, International Energy and Commercial Power. The company’s Regulated Utilities segment conducts operations primarily through Duke Energy Carolinas, Duke Energy Progress, Duke Energy Florida, Duke Energy Indiana and Duke Energy Ohio. The company’s International Energy segment principally operates and manages power generation facilities and engages in sales and marketing of electric power, natural gas and natural gas liquids outside the United States. Its Commercial Power segment builds, develops and operates wind and solar renewable generation and energy transmission projects throughout the continental United States. Duke Energy operates in the United States and Latin America primarily through its direct and indirect subsidiaries. We love the fact that Duke has a rapidly growing renewable division. The company is the highest yielder on our list, with a 4.1% annual dividend yield. However, it is important to note that the Latin American division is planned to be spun off the right buyer. This spin-off should help reduce the uncertainty of the emerging market exposure and could be very bullish for the shares when (if) it happens. Portland General Electric Co. (NYSE: POR ) This is a $3.5 billion, Oregon-based utility yielding 3.0% and boasting a 7.8% total return over the last year. Portland describes itself as a vertically integrated electric utility company engaged in the generation, wholesale purchase, transmission, distribution and retail sale of electricity in the state of Oregon. The company also sells electricity and natural gas in the wholesale market to utilities, brokers and power marketers. Its resources consist of six thermal plants, which include natural gas- and coal-fired turbines, two wind farms and seven hydroelectric plants. Portland a resource capacity of approximately 1,389 megawatts ( MW ) of natural gas, 814 MW of coal, 717 MW of wind and 494 MW of hydro. The company has contractual rights for transmission lines that deliver electricity from its generation facilities to its distribution system in its service territory and to the Western Interconnection. It has four natural gas-fired generating facilities: Port Westward Unit 1, Port Westward Unit 2, Beaver and Coyote Springs Unit 1 (Coyote Springs). As you know, utilities are highly regulated and are only allowed to raise rates with permission. Portland has been assigned to ramp up its use of renewable energy sources. This will result in replacement and upgrades of much of its infrastructure. These upgrades will allow the company to hike rates, which, in turn, will be very bullish for the shares!

The Importance Of Multi-Asset Investing

Originally published on March 28, 2016 By Nathan Jaye, CFA Everyone knows that multi-asset investing is on the upswing. “Assets managed in such strategies are growing at one of the fastest paces in the industry worldwide,” says Pranay Gupta, CFA, formerly chief investment officer for Asia at ING Investment Management and manager of a global multi-strategy fund for Dutch pension plan APG. In their new book Multi-Asset Investing: A Practitioner’s Framework , Gupta and co-authors Sven Skallsjö and Bing Li, CFA, set out to answer questions about which practices and ideas actually work. In this interview, Gupta explains how the relentless quest for alpha has made allocation an under-appreciated and “under-innovated” skill, shares insights into replacing asset allocation with what he calls “exposure allocation,” and discusses why the standard model for making investment decisions has “exactly the wrong emphasis from a portfolio risk and return standpoint.” Nathan Jaye, CFA: Why is multi-asset investing so popular now? Pranay Gupta, CFA: If you look at investment management today, all plan sponsors, consultants, and asset managers – and even individual portfolio managers and analysts – are all structured with an asset class demarcation of equities or fixed income. We have equity portfolio managers and fixed-income portfolio managers. We have equity analysts and credit analysts, and we have equity products and fixed-income products. This industry structure worked well historically, as equity and fixed income were not highly correlated and allocation to these two asset classes could result in a diversified portfolio and you could earn risk premiums. It made sense. But over the past 10 years, the correlation between asset classes has increased. Financial engineering has created products which are in the middle of the traditional asset classes – hybrid products across equity, fixed income, and alternatives. So a clear distinction doesn’t hold true anymore. The rising thesis is that we should be looking at our portfolios as multi-asset-class portfolios. That’s caught on over the past few years. Assets managed in such strategies are growing at one of the fastest paces in the industry worldwide. What’s covered in your book? The field of multi-asset investing is just beginning its journey of innovation. This book is meant for the professional investor, and every chapter in the book has a number of ideas which are different from what I’ve seen across the industry. In the first chapter, we cover the traditional model – the way the world has performed with traditional asset allocation in the past five or six decades. In the remainder of the book, we examine individual components of the traditional allocation process and show how each facet of the allocation structure can be improved. These techniques are applicable at multiple levels – from a plan sponsor portfolio, sovereign fund, or pension plan making a strategic asset allocation decision to a hedge fund managing a macro strategy. They are all multi-asset investment decisions. Even individual retirement accounts are multi-asset portfolios, where allocation is done across asset classes. There are two types of innovations in this book. One is at the conceptual level, where we discuss the broad concepts of how we should structure multi-asset portfolios. The second is at the implementation level, where we detail innovative techniques, such as allocation forecasting processes and managing tail risk and designing stop losses. Some of the chapters are intensely quantitative and others are conceptual and qualitative. Does asset allocation get enough respect? We’ve all known for a long time that asset allocation is responsible for the majority of portfolio return and risk. It’s well accepted that, say, 80% of the risk and return of the portfolio comes from allocation and only 20% comes from security selection. But when you look at the structure of the industry, the resource deployment is exactly the reverse – that is, 80% of industry professionals are stock selectors and bond selectors. Less than 20% are involved in allocation. The whole of the industry’s focus has been the search for alpha. It seems quite odd, given that alpha only drives 10% to 20% of the return and risk of an asset owner’s portfolio. As I started managing various kinds of multi-asset portfolios, it led me to question the traditional process of asset allocation, and I began exploring methods to try and improve what is conventionally done in a 60/40 balanced portfolio or a strategic or tactical allocation decision. The importance of allocation has been grossly underestimated, and allocation is an under-innovated skill. In our book, we detail a number of innovations we have created and tried, but there are probably a lot more that can be made. Unlike security selection, where there’s been a lot of innovation and progress made as a result of the number of people focusing on the skill. But not many people are focusing on allocation skill. Are organizations misdirecting their resources? If you look at any plan sponsor, you normally have a very small team which does the asset allocation and puts it into asset classes. Then you have an army of people who go and hire and fire dozens of managers and perform due diligence on them. This is exactly the wrong emphasis from a portfolio risk and return standpoint. We take great pains in selecting multiple managers for diversifying alpha, but the asset allocation in the plan sponsor is done by a single group (i.e., a single strategy done at a single time horizon). We don’t diversify our allocation methodology. We don’t harness time diversification. What if we did exactly the opposite? Suppose we took 80% of the resources in the plan sponsor and dedicated them to multiple ways of doing allocation and manager selection was just effectively a side effect? In the book, we demonstrate how creating a multi-strategy structure for the allocation process and not focusing on the implementation as much can lead to a better portfolio. Discussions such as active versus passive strategies or the usefulness of fundamental indexation and smart beta then become somewhat obsolete. What’s your experience in managing multi-asset funds? I managed a global multi-strategy fund for APG, the Dutch pension plan, from 2002 to 2006. We grew the fund from a very small base to a multi-billion-dollar fund. Over this period, we experimented with many different techniques of how to manage large, multi-strategy, multi-asset funds. Subsequently, when I was chief investment officer for Asia at ING Investment Management and Lombard Odier, we implemented a lot of these techniques in managing an asset base of about US$85 billion across all asset classes. The traditional way one arrives into an allocation function is as a macroeconomist or strategist. But I happened to stumble into allocation after managing each asset class separately from a bottom-up perspective. Having gathered the real ground experience in managing every single liquid asset class, as the team size and asset size became larger, I got thrust into managing the allocation, risk, and portfolio construction of these multiple strategies in a combination. This was the perfect breeding ground for innovation. What’s your definition of commoditized beta and non-commoditized beta? We have been guided repeatedly to separate alpha and beta in our strategies, and told that we should strive for alpha. Actually, alpha and beta are very alike; they are both return distribution of assets. The only difference is that beta can be gathered by inexpensive derivatives which provide exposure to specified factors (such as market cap, value, etc.), while alpha as a collection of exposures is not available with such instruments. This distinction keeps evolving as more and more alpha exposures today become available as beta exposures in a liquid, inexpensive form. I call what is hedgeable “commoditized beta.” Equity market risk is completely commoditized by an equity future. As more and more betas are available in a cheap, liquid, derivative form, they become commoditized. The remainder are non-commoditized and are classified as alpha. So in managing portfolios, we propose that, instead of doing asset allocation, what if we do exposure allocation, where exposures are in multiple dimensions, not just equity beta and credit beta? If you allocate to this richer set of exposures to construct a portfolio, you enhance diversification where it is required most. You argue that the definition of equity risk premium should be adjusted for allocation purposes. Why? The academic way of justifying investing in equities is by the concept of the equity risk premium, which is the long return on equities above a risk-free rate. But if you have a portfolio which includes both equities and fixed income, the actual reason you would invest in equities is not the return on equities above cash but the return on equities above bonds. Look at this from a company’s perspective. A company has the option of raising capital through debt or equity. When a corporate treasurer looks at how he should raise capital, he evaluates whether it is cheaper for them to take on debt or to raise more equity. Our proposal for portfolio management is exactly within the same context, except that we are maximizing return, not minimizing cost. How do you apply this in practice? From an allocation standpoint, we want to have mutually exclusive and ideally uncorrelated buckets. So we separated equity risk premium from credit risk premium and from country risk premium and cash. It is a laddered structure for defining what risk premium is – in order to build better silos for allocation. Then we innovated the allocation process itself. There’s lots of debate about whether risk parity is better or fundamental allocation is better. People have these philosophical debates because they have only one allocation process. In the structure we’re proposing, this question is obsolete because all of these allocation methods will have value at certain points in time. Because they would be uncorrelated with each other, a framework where we use all of them – in a multi-strategy allocation structure – will give the benefit of strategy diversification and time diversification. Risk parity will work at some point in time, and so will fundamental allocation and long-term risk-premium allocation. Let’s use all of them as different buckets, because you can do allocation in many different ways. Debating which allocation strategy is better is a misplaced discussion. What is your idea for composing consensus estimates for allocation recommendations? If you want to know the consensus expectations or rating for any stock in the world, there are plenty of databases out there which will give you that information. Similarly, for economic numbers, there are databases which collate all the forecasts from economists on, say, the US Federal Reserve’s rate hike and how many people are saying the Fed will hike and how many are saying it won’t. You have a range of views, but you also know the consensus. But there is no database available today which collates the views of different sell-side strategists on recommended allocation stances. Every sell-side house has a strategy team which allocates across countries and sectors and currencies, just like they have corporate research analysts for earnings, but no one collects their views and puts them in an organized manner. If allocation is important, then why don’t we do that? These strategists are putting out reports, but there’s no database which collects all this information and uses it to say, “Here’s what the consensus allocation to this kind of sector or country is.” Surely that would have value, just like company earnings estimates have value. How should firms structure a multi-asset approach? As multi-asset investing is becoming more important, every asset management firm has gone on a rapid increase to bolster its capabilities in this area. But everyone has done it very differently. Everyone has a different take on what multi-asset means. In the book, we highlight the different approaches that “multi-asset” can mean. Firms should be clear about how they are positioning their multi-asset business. What are the capabilities that you need to have? And what is beyond your capability? You can’t be all things to all people. Why do active managers investing in Asian equities underperform relative to active managers investing in US equities? We compared active managers in Asia against active managers in the US. The data suggest that in the US, roughly half the managers underperform and half the managers outperform their benchmark. In Asia, more than three-quarters of active managers underperform and only about a quarter outperform. And of that quarter, less than 10% outperform on a three-year basis. So the quality of active management in Asia is very poor compared with the US. To understand why, we analyzed possible sources of returns for active management to exploit in both markets, and we found that approximately 82% of returns in US equities come from security selection – only 18% of returns can come from allocation decisions. In Asia, 66% of returns can be attributed to the allocation decision, not from stock selection. Yet if you talk to most active managers in Asia, most of them will tell you, “I’m a stock selector. I go and pound the pavement and pick stocks in each of these different countries.” Our hypothesis is that active managers in Asia are focusing on the security-selection decision, which is a smaller source of returns in Asia, and ignoring allocation decisions, which is the bigger source. If two-thirds of the returns in Asian equity markets are coming from allocation and active managers there are largely ignoring this decision, then maybe that’s the reason why the majority of active managers in Asia underperform. When you analyzed manager skill versus luck, what did you find? In 2007, when the quant crisis happened, there were managers who were on the ball and decreased risk on the day when the meltdown happened in August. But because they decreased risk (which was the right decision), they didn’t participate in the rebound the next day and ended up with a negative August 2007 performance number. Managers who were on the beach and didn’t know what was happening – and didn’t actually do anything to their portfolios – rode through the week and had a positive return. But that was return purely by luck. Differentiating skill from luck is the most important part of judging the value added by an active manager. In the book, we propose a framework for how active managers can analyze their own portfolio decisions and examine which of their decisions are skilled and which ones [are the result of] luck (which may not repeat itself). How important is the management of tail risk in multi-asset investing? If you look at most of the risk parameters we use in modern portfolio theory, they are based on the concept of end-of-horizon risk – that is, if you hold an asset for x months or x years. When we calculate the volatility of that asset, it’s based not on what that risk would be across the period but on what it would be at the end of the period. The practical reality – for both individuals and institutions – is that the intra-horizon risk is a much greater determinant of investment decisions while you are invested in any asset. The current portfolio management framework largely ignores that. Suppose you buy something and it goes down 50%. There is a real impact on how you will behave towards that investment, and that impact is a real risk which needs to be accounted for. In fact, in many countries, the regulator will come and tell you to de-risk the portfolio and sell that asset if you go beyond a specified asset liability gap at any point in time. But none of our risk parameters actually capture (or account for) intra-horizon risk. So we went about creating a new risk measure, which is a composite of intra-horizon and end-of-horizon risk. We did this for each asset in our portfolio. That changes the way one looks at the risk of any asset, or the risk of the overall portfolio. Then we applied it to defining custom stop-loss levels for decisions at every level – at the asset level, sector level, and asset class level. We found we were able to manage portfolio drawdown much more effectively, and it helped us a great deal practically in managing with real intra-horizon risk. You’ve found that manager compensation can incentivize portfolio blow-ups. How? The conventional wisdom is that a hedge fund compensation structure (where the asset management company gets 20% of the upside) aligns the interests of the asset manager and the asset owner. It seems logical that they say, “I don’t make money unless you make money.” That’s how it’s sold – the performance fee creates the alignment. But when we looked at how performance-fee incentive structures change the behavior of portfolio managers, we were surprised. We found that there is a greater propensity for the manager to take excessive risk when the portfolio starts to underperform. When we played this behavior out over time and examined what happens to the portfolio return distribution, we found a scenario with outperforming funds at one end and funds which blow up at the other end of the spectrum. The performance fee incentivizes these blow-ups. Our hypothesis is that while performance fees can incentivize alignment of the upside, they’re also a significant determinant of why hedge funds blow up. How has your approach to multi-asset investing evolved? I didn’t set out to write a book. All of these chapters have been written over the past 10-12 years. As I managed portfolios, I started coming across problems where the traditional solution seemed inadequate, and I thought there was room for innovation. My co-authors and I started experimenting and tried to find novel solutions. The book came about over the past six to nine months as we finally set about collating everything we have done over the past decade and making a cohesive argument. Everything in the book is actual solutions we implemented to practical issues we faced in managing portfolios. Disclaimer: Please note that the content of this site should not be construed as investment advice, nor do the opinions expressed necessarily reflect the views of CFA Institute.