Upon my arrival, I saw some young men leaving carrying boxes with personal stuff. Leaving. A good start.
“Give me six longs and six shorts” was the first request that Dylan made of me. He was a mathematician who, according to company legend, had a photographic memory.
A “long position” (or long selling) is a traditional investment: buying a security in the hope that it will go up or will perform better than the market. “Short selling” means to short a stock as I described before. It's sometimes inappropriately described as “bearish”. This involves borrowing a security on interest, to then sell it, wait for it to fall or fair worse than the rest, buy it back again and return it to the broker. If the share has fallen, the difference is gained. But the chief aim of “shorts”, in fact, is to cover the exogenous risk of the “long positions” – to mitigate the white noise effect that is caused by market volatility, also known as “beta”.
He was asking me to run a portfolio with an equal number of longs and shorts, which is what is known as a “neutral portfolio” – one that's not subject to any stock market movements but generates gains if your personal analysis is correct, regardless of which way the stock market goes. This type of portfolio yields profits, for example, if the six longs fall but fall less than the six shorts. This strategy is known as “market neutral”, and it's my favourite, as it doesn't depend on Bernanke or Draghi or Merkel or Rajoy saying or doing anything in particular. We will discuss this at length in subsequent chapters.
The atmosphere in a hedge fund company is entirely unlike what we see in the movies. There are no men with glamorous hairstyles, wearing suits and braces, hollering into telephones. I was surprised by the silence and peacefulness of the environment. Most of the people were casually dressed. Most of the men were wearing polo shirts, chinos and white t-shirts. Everyone was doing their own thing: trying to make money. And there was I, like a jerk, dressed for a wedding.
All the analysts, managers and operators were communicating among themselves via Bloomberg instant messaging: an indispensable work tool for any manager or operator.2 Besides the hundreds of screens providing real-time data on the prices of anything, this service has an application, similar to WhatsApp, through which subscribers can communicate live. It has the advantage that all conversations are recorded, meaning that no one can say they have misunderstood anything. This makes it extremely useful for the financial regulators, be they the SEC (Securities and Exchange Commission) or the FCA (Financial Conduct Authority). All background communications are carried out using this chat service.
The interviews took place throughout the day. I came across mathematicians, physicists, physicians, former government officials, retired members of the armed forces… I was asked questions of a professional and personal nature, over and over again, incessantly. No, I didn't get to eat.
The last interview was with the CIO, the chief investment officer. He asked me what I would do should I fail. I replied, “Acknowledge it and try not to fail again.” He asked me two more questions: “What book are you currently reading?” and “What was the last film you saw?” After I answered, he got up and left. I was convinced that I had completely screwed up and responded hesitantly. I was unsure if I had been consistent with my earlier statements, when I had been asked the same question two or three times. In the afternoon, a car took me back to the airport.
When I got home, I told my wife about what had been the most surreal experience of my entire life. I must say that, on the one hand, the atmosphere was unnerving. On the other, however, the opportunity to surround oneself with so many brilliant minds posed a thrilling challenge.
On Monday, they called me again. “We'd like you to see some more people.” Over the space of a month, I underwent a further six interview sessions, personality tests and all kinds of other tests. Clearly, they were looking for more than just a solid professional profile and a good knowledge of the market. They were searching for a specific way of understanding and analysing the world.
Then, suddenly, silence. I gave it up for lost.
One month later, while I was on a business trip to Copenhagen, the investment fund's head of human resources called me. “We'd love to make you an offer.”
From what I was told, their decision to choose me from among the other candidates, despite being older and having fewer years' experience in the City, was what they called an ability to “think against the box”. They were looking for someone who not only thought “out of the box”, and so could come up with solutions that were different from what most people could dream up for the same problems, but also viewed problems and solutions in ways most never would.
I began to understand the reason for the diversity of profiles and why many of the successful managers did not come from traditional professional backgrounds. Alfred Winslow, credited as the original hedge fund manager, was a sociologist and journalist. Bill Gross – the king of bonds – studied psychology. André Kostolany read philosophy and art history. James Simons, of Renaissance Technologies, the world's most profitable hedge fund, was a mathematician. In many cases, the economist university degree and the typical master's degree don't help. Existing schools focus on orthodoxy, and a uniform, consensual, diplomatic, Keynesian vision of the economy. To be successful in an investment fund of this type requires a passion for the economy, but not orthodoxy or traditional analysis, and definitely not agreement with the majority opinion. It calls for seeing things from a unique point of view, and questioning established norms. This was how things such as the “subprime”, the sovereign debt crisis, the dot-com and housing bubbles were discovered. It's also for this reason that those who come from outside the traditional economy but feel a passion for it are so successful. They are people who study and analyse everything in enormous detail from an objective, unique and independent point of view. It's about knowing how to question the standard estimate, counter traditional dogma and take risks.
I lived in the United States for a while before returning to London. When I arrived at the office on the first day, I found a six-screen computer terminal. One of them showed the portfolio they asked for at the first interview with six long positions and six short positions. It appears that on the day of my interview the hedge fund had invested a large amount on my recommendations, and throughout the entire selection process they had been generating either profits or losses. Luckily, the screen was green. Profit. I nearly had a heart attack.
I had joined a hedge fund. Let no one tell you that dreams don't come true. At thirty-six years of age.
Chapter Two
The financial market: Complex and volatile
My decision to take the plunge into the financial world began around 2003. At that time, I often asked myself the following questions: “Why haven't we learnt anything from the Russian or Latin American economic crises we've just got through?”
After nearly ten years in an integrated oil company, where I worked in several departments from 1991 until 2000, I was put in charge of the investor relations department at a gas transmission company, where I took part in the company's initial public offering (IPO). I had some years of experience in corporate communications and investor relations management, but it was a fascinating experience to have direct involvement in the IPO of a company that at that time was unknown to the market. To work with investment banks, draw up the paperwork, understand what the main messages were that would have to be conveyed in order to make the company look attractive, analyse and revise the models and reports of the analysts, travel the world to explain the company's strategy… None of this was new to me, but to do it for a relatively unknown entity that had never even been listed gave me an entirely different perspective on things. Securing each little victory and achieving each target was complex and arduous.
The gas transmission company was very old school. It had never been listed or had quoted bonds and its team of managers not only lacked interest in the market but actually viewed it with suspicion. Fortunately, the company's chairman had first-hand knowledge and experience of the financial world. When he was in the oil