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I would ask to see a 1-paragraph synopsis on ALL of their equity positions, not just five. If the stocks they are selecting intuitively make sense to you, then that’s a good sign. Of the five equity positions they profiled, I liked their explanations and logic behind their positions. It was easy to understand and made sense to me.
Arbitrage trading is simply mathematical gaming and making money for money’s sake. It has nothing to do with investing in the value of a company’s technology and products. If they’re only doing a small percentage of trades using an arbitrage strategy, it may not be a big issue.
Can they show a graph of the growth of the total $size of fund?
Have they been successful in building their base of investors? What is the current number of investors? Have any investors dropped out? Why?
I would ask for a few callable references so that you could get a current investor perspective on SC’s performance and the investors’ perspective on the quality of reporting and customer service. I would also ask to see a sample quarterly report.
The 2% management fee + 20% performance fee is standard. You need to make sure that the performance fee only applies to the net profits, i.e., profits after losses in previous years have been recovered.
It is also reasonable to require that the performance fees include a “hurdle,” so that a fee is only paid on the fund’s performance in excess of a benchmark rate or a fixed percentage. That is to say, the manager is only rewarded if the fund generates returns in excess of the returns you would’ve received if you had invested your money elsewhere.
What protections does SC provide in the event of fraud or breach of any of the provisions of the Subscription Agreement? I see none. There should be a reciprocal indemnification by SC to the one you would be expected to sign to in section D of the Subscription Agreement.
The Memorandum indicates that you can liquidate and withdraw your account with a 90-day notice, but the Subscription Agreement does not mention this.
In section E, “Power of Attorney,” the LLC should be required to notify investor of any substantive changes made to the LLC on investor’s behalf.
- I would not make any kind of decision on this investment until you receive good answers to these due diligence questions and issues.
- The documentation is very sloppy, and that is concerning. I wouldn’t sign the Subscription Agreement until some of these errors are corrected.
- If there is one SC, there are hundreds if not thousands to choose from. By comparison to the pool of equivalent investment funds you could choose from, they are very inexperienced. And with inexperience comes higher risk.
A co-working space in a library might look something like this:
The co-working program can offer the following:
- shared-office space:
- desk, chair, power
- wireless broadband
- library card and books, lots of books
- conference rooms
- comfortable easy chairs for reading and napping
- a place to connect with other motivated:
- small business owners
- social-impact organizations
- help with:
- business support
- looking for mentors
- simply a collaborative space to brainstorm, design, create
Imagine H2O is a nonprofit organization with a mission to inspire and empower people to solve water problems.
Sitting there in the meeting this morning and my mind wandering a bit (been doing that since first grade), I thought: “When/if the research grant goes away, what happens?”
Does the Research Center just go poof, everybody blowing away in the breeze to a new position, some repotted at the University in various departments; some going out to private industry; some retiring?
Then I thought about everything that is inside these walls. If you draw a box around this place and call it “Proprietary Intellectual Property (PIP),” it’s market value as a going concern is substantial when you include:
- Documents in general
- Calculators, algorithms, rules-of-thumb
- Archive of reports
- Processes and procedures
- Everything that’s on the web site: content, pictures, videos
- Curriculum, courseware, workshop and presentation materials
- Marketing and general collateral materials
- Database(s) and data
- Product info, specs, costs
- The Center’s collective rolodex of professional, industry, governmental contacts
- The Center’s brand identity and goodwill
- The Center team and their collective expertise and experience
- Continuing access to the best students
In a shutdown scenario, who “owns” the PIP? The University? The Funding Sponsor? Would either even be interested?
The big idea I’m left with is you could develop a business plan for the inevitable and at that time, license out the entire PIP by mutual agreement with the University and/or the Sponsor, and reboot the Center as a commercial enterprise. If you chose to do it big, you could attract some equity capital to fund startup costs for space, equipment, and competitive industry salaries, benefits, etc.
And that begins a whole new story.