Faced with record inflows of capital, many of the best hedge funds have
closed to new investors, fearful that their strategies, which have generated
returns of 15% to 30%, are not scalable beyond current levels of capital.
This is true for convertible bond arbitrage, for example, in which funds
have recently been very successful, but are dependent on the supply of
suitable bonds.
There are some obvious reasons why a very large hedge fund can outgrow
its own strength, such as the loss of flexibility, liquidity and response
time and the danger that the fund will itself drive the market it seeks
to manipulate. Both Julian Robertson and George Soros gave size as one
of the reasons for their exit from the hedge funds they ran.
While some managers seek safety by limiting their growth, others have
developed ways of expanding their markets while keeping their value-creating
strategies intact. Recent instances have been the Maverick Capital swap
into a three-year lock-up share class and fee increases by Renaissance
Technologies.
"We're seeing two things," said Michael Waldron, a partner
with Cadogan Partners, a New York manager of hedge funds of funds, to
the Financial Times. "We're seeing people change their terms via
liquidity or, more commonly, through fees. We're also seeing more new
managers coming out with higher fee products."
Historically, hedge fund managers got by on basic fees of 1% annually
and a 20% incentive fee, but it's now not uncommon to find basic fees
up to 2% with incentives of 25%.
Apart from possibly limiting capital inflow, higher fees allow fund managers
to employ more expensive help in order to extract the very best results
from market strategies. This is exemplified by Citadel, the convertible
bond arbitrage firm founded by Ken Griffin, which spares no expense to
build a high-margin business. Expenses are passed through to investors,
sometimes totalling up to 7% annually - but this appears justified by
the extremely high returns Citadel achieves. Citadel's chief operating
officer was the head of Andersen's North American practice, while its
head of strategy was the leader of Boston Consulting Group's financial
services practice.
The idea is to build a business for the long term, rather than just to
run a hedge fund. Industry professionals may be good at fund management,
but they seldom have the skills to address the managerial problems that
come with increasing company size - another reason for staying small!