TRANSCRIPT
Why did you start Pursuit Funds?
We founded Pursuit Funds to unlock access to uncorrelated investments and overlooked private debt markets. We saw an opportunity to bring institutional quality management to the RIA market, their investors and other investors like wealth managers and family offices. Our philosophy is really very simple. There’s a large opportunity today in underserved, inefficient, lower middle market niche asset-based investments. We focus on limited competition to be able to give our investors the asymmetry of risk mitigation on the downside and potential capital appreciation and income on the upside,
How did your prior experiences lead you here?
Several years ago, I had the opportunity to form a hedge fund platform with a couple of other partners called Frontpoint Partners, which we set up in the year 2001. The timing was interesting. We were coming off the .com bubble burst, and there was a real demand that we unlocked in the institutional community, specifically in pension funds, public pensions, private pensions, E&Fs trying to gain access to alpha strategies. We set up the platform with a large seed from an insurance company, and over the next six years, we built it up into a multi-billion dollar platform.
So there’s an analog there between what we were doing then and the opportunity before us today that there’s an underserved market. There’s heavy demand coming from a specific channel, and if you can set up the right infrastructure team with experience, design the products, and execute well, you can have great success. And toward the end of the year, 2006, we actually sold the platform to Morgan Stanley.
How did you gain experience in niche investing in these idiosyncratic assets?
After the FrontPoint experience, I went to run a single family office in Seattle called Vulcan Capital, which was the family office of the late Paul Allen. There were some other similarities there as well that gave me experience and the context to look at the opportunity before us today in the market. We were heavily invested in alternatives, in idiosyncratic investments in technology, in the health sciences. And we also saw an opportunity in the credit markets following the burst of GFC in 2008-9, where banks were leaving the market. Banks were forced to shed assets. Banks were being heavily regulated. There were not a lot of other investors stepping in. And so we were able to go into the markets and find opportunities in special situations, stressed and even some distressed credit opportunities, and ran that to a very large sleeve within the family office. And I saw, again, there a void: a gap where there weren’t a lot of buyers, and there was this big opportunity that came out of an event like GFC.
How did you first approach investing in these niche markets? What was your kind of first foray into niche investing?
Following my experience at the family office, I moved further into private debt and credit. I co-founded a firm several years ago, and we began to look at niche opportunities and some emerging places in asset-backed loans and asset-backed credit. Things like river barges, inland marine finance, rail car finance, equipment finance. And we did that very successfully for a few years. And that’s where I met you, and that’s where I met Seth Lowry. And then we saw the opportunity to take this one step further.
What do you think makes what we’re doing here at Pursuit Funds unique?
We believe we’re connecting underserved investors to overlooked opportunities through proprietary sourcing and thoughtful structuring. Secondly, we have a team and an experienced set of very, very tried and experienced underwriters, sourcers, risk managers and portfolio managers. And we’re taking a very rigorous, structured, institutional-grade investment discipline and delivering it into our investor base. I would say lastly, we believe we’re fiercely independent. We’re unaffiliated and unconstrained in our entrepreneurial ability and our independent thinking that enables us to source structure and deliver results to investors.
Now, with all of that experience, people always want to know, why are you still doing this?
Okay. Well, I think the answers to that are: number one, I’m a very bad golfer. Number two, the word retirement really isn’t in my lexicon. And, seriously, most importantly, when I started getting into this niche specialty debt management several years ago, I just saw an opportunity here that I think really rivaled what we saw 25 years ago with my FrontPoint experience. I think it’s every bit as good, every bit as rich, and I just could not not take advantage of the opportunity with you and the other partners.