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Good Job!

Ben Hunt

March 1, 2018·0 comments

The mathematical tools investors use to identify skilled managers worked perfectly for decades, then stopped working entirely around 2009. Active managers still tell the same stories about capturing upside and limiting downside. The data just stopped proving them right. What happens when the evaluative systems we trust to distinguish real competence from performance theater break down, and we're forced to decide who's actually good at their job without the comfort of the numbers?

  • The same methodology that revolutionized baseball analysis can be applied directly to investment management.Wins Above Replacement in sports translates perfectly to Performance Above Replacement for active managers, measuring whether they outperform a readily available passive alternative. It's empirically sound, mathematically elegant, and should work.
  • The system completely collapsed around 2009, and it hasn't recovered. Hedge funds now underperform the S&P 500 by historic margins. Managers who supposedly demonstrated "convexity" (capturing more upside than downside) no longer do. The metrics that identified skill became noise.
  • Central bank balance sheets grew to $20 trillion, swamping every algorithmic signal about manager performance. The Three-Body Problem took over. Any mathematical understanding of how markets work when central banks are the dominant player becomes instantly obsolete, and the evaluation tools built for normal markets can't function.
  • Investors responded by giving up on active management entirely, which is itself an active management decision they're probably not equipped to make well. Treating passive index selection as a default rather than a choice is a form of abdication that carries its own risk.
  • The answer isn't better statistics or more sophisticated algorithms, but something much harder: evaluating whether managers have the courage, humility, and behavioral integrity to know what they're actually good at and adjust when it stops working. You can't calculate this with a Sortino ratio.

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This commentary is being provided to you as general information only and should not be taken as investment advice. The opinions expressed in these materials represent the personal views of the author(s). It is not investment research or a research recommendation, as it does not constitute substantive research or analysis. Any action that you take as a result of information contained in this document is ultimately your responsibility. Epsilon Theory will not accept liability for any loss or damage, including without limitation to any loss of profit, which may arise directly or indirectly from use of or reliance on such information. Consult your investment advisor before making any investment decisions. It must be noted, that no one can accurately predict the future of the market with certainty or guarantee future investment performance. Past performance is not a guarantee of future results.

Statements in this communication are forward-looking statements. The forward-looking statements and other views expressed herein are as of the date of this publication. Actual future results or occurrences may differ significantly from those anticipated in any forward-looking statements, and there is no guarantee that any predictions will come to pass. The views expressed herein are subject to change at any time, due to numerous market and other factors. Epsilon Theory disclaims any obligation to update publicly or revise any forward-looking statements or views expressed herein. This information is neither an offer to sell nor a solicitation of any offer to buy any securities. This commentary has been prepared without regard to the individual financial circumstances and objectives of persons who receive it. Epsilon Theory recommends that investors independently evaluate particular investments and strategies, and encourages investors to seek the advice of a financial advisor. The appropriateness of a particular investment or strategy will depend on an investor's individual circumstances and objectives.

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