A larger leadership role asks more of a portfolio manager than good investment answers. The task becomes developing judgement, trust and responsibility in others.

When performance disappoints, staying with a view and defending it can look very similar. The useful distinction is how the view responds to evidence.

Delegation is more than handing over research. It is being clear about who decides, how a view is challenged and when the CIO needs to be involved.

When AI expands what we can do, the harder question may be what deserves our attention. On performance pressure, leadership and making room for judgement.

Reducing a five-billion-dollar firm to five words, and learning, slowly, that the short answer was the true one all along.

In a good and bad year, deciding what belongs to you and what belongs to the market, according to Hemingway.

Nobody can name the companies that will make the next decade. This note is about what to do with that fact.

What ‘gut feel’ actually is, according to the latest neuroscience.

Why patience is the most underpriced asset in markets, according to Bessembinder.

What actually holds a client through a drawdown, according to every previous cycle.

What holds under pressure, according to a room of family offices in Changsha, China.

What AI has actually changed in markets: not the analysis, the reaction function.

No one doubts that AI is important but is it all bad?

A note on regret as an implicit asset class, according to a venture panel in gym shorts.

Every family office has two risk tolerances. A note on the one that decides.

A note on the gap between what's happening and what people think is happening, according to a living room in Pune.

A note on the shift markets are missing in India, according to the mothers of daughters.