You’ve hung up your fund management shingle, and maybe you’ve even raised some dough, but have you stopped to build a real capital raising plan yet? Because how you plan your push for new capital will determine, in part, how successful it is
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Being aware of limited resources, limited capital, and limited time to focus on key activities requires a manager to…well…manage time and resources wisely to attain maximum results on a range of fronts. There’s literally no time for managers comfortable with wading through mountains of investment data to get caught in the weeds of management minutiae
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My April article focuses on the two different types of pitches managers must understand: to get capital to build a business, and to get capital to run as a business. I provide the important differences in content between the two, because: Framing the capital ‘ask’ conversation is vital to a new manager’s success, yet is too often an opportunity lost, as managers bog a conversation down in the myriad of technical investment details they find themselves most comfortable describing
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Alternatives managers will face the spring season with a renewed enthusiasm for the themes that underpin all their sales efforts: diversify, achieve non correlation to other asset classes, and reduce portfolio risk overall while adding value. However, focusing on generalities and the same old, same old sales pitches will not likely yield the best results. It seems a far better plan to zero in on investor’s fears, concerns, and topics of interest in an effort to win them over
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A few weeks ago, an industry friend came to Nashville for a meeting of the Mid-South Alternative Investment Association (MSAIA). When he told his (New York-based) work colleagues that he was attending the meeting to network with investors, he was met with laughter, derision and accusations that he was only gracing my fair city to meet chicks
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