Offshore
Photo
Hidden Value Gems
“In 6 of the last 11 decades, the [US] stock market lagged behind the rest of the world, most recently in the 2000s when it delivered zero returns and emerging markets tripled in value.”"
“It now takes nearly $2 of new government debt to generate an additional $1 of US GDP growth — a 50 per cent increase on just five years ago. If any other country were spending this way, investors would be fleeing, but for now, they think America can get away with anything, as the world’s leading economy and issuer of the reserve currency.”
Ruchir Sharma, ex Morgan Stanley strategist "- Hidden Value Gems
tweet
“In 6 of the last 11 decades, the [US] stock market lagged behind the rest of the world, most recently in the 2000s when it delivered zero returns and emerging markets tripled in value.”"
“It now takes nearly $2 of new government debt to generate an additional $1 of US GDP growth — a 50 per cent increase on just five years ago. If any other country were spending this way, investors would be fleeing, but for now, they think America can get away with anything, as the world’s leading economy and issuer of the reserve currency.”
Ruchir Sharma, ex Morgan Stanley strategist "- Hidden Value Gems
tweet
Dimitry Nakhla | Babylon Capital®
In the last two years:
📦 Amazon $AMZN
•OCF: +140%
•Price: +165%
🖱️ Google $GOOG $GOOGL
•EPS: +75%
•Price: +118%
💳 Visa $V
•EPS: +32%
•Price: +53%
💸 Mastercard $MA
•EPS: +37%
•Price: +53%
🖨️ ASML Holding $ASML
•EPS: +30%
•Price: +26%
🧾 PayPal $PYPL
•EPS: +12%
•Price: +24%
📊 Salesforce $CRM
•EPS: +103%
•Price: +178%
_______
While @wesbury post offers valuable insights, it's essential to differentiate between individual business performance and broader market trends, as exemplified by the S&P 500 $SPY
Notably, the majority of growth in the S&P 500 over the past two years can be attributed to multiple expansion, rather than earnings growth
In contrast, several of the names mentioned above have demonstrated robust EPS growth, providing a fundamental justification for their share price appreciation
It's also important to recognize that multiple expansion is to be expected, given the market's decline of approximately 20% from its peak to December 2022 lows
#stocks #investing"
In the past two years:
SP500 +60%
SP500 Earnings +5%
Something has to give. "- Brian Wesbury
tweet
In the last two years:
📦 Amazon $AMZN
•OCF: +140%
•Price: +165%
🖱️ Google $GOOG $GOOGL
•EPS: +75%
•Price: +118%
💳 Visa $V
•EPS: +32%
•Price: +53%
💸 Mastercard $MA
•EPS: +37%
•Price: +53%
🖨️ ASML Holding $ASML
•EPS: +30%
•Price: +26%
🧾 PayPal $PYPL
•EPS: +12%
•Price: +24%
📊 Salesforce $CRM
•EPS: +103%
•Price: +178%
_______
While @wesbury post offers valuable insights, it's essential to differentiate between individual business performance and broader market trends, as exemplified by the S&P 500 $SPY
Notably, the majority of growth in the S&P 500 over the past two years can be attributed to multiple expansion, rather than earnings growth
In contrast, several of the names mentioned above have demonstrated robust EPS growth, providing a fundamental justification for their share price appreciation
It's also important to recognize that multiple expansion is to be expected, given the market's decline of approximately 20% from its peak to December 2022 lows
#stocks #investing"
In the past two years:
SP500 +60%
SP500 Earnings +5%
Something has to give. "- Brian Wesbury
tweet
twitter.com
undefined
undefined
Offshore
Photo
App Economy Insights
RT @EconomyApp: $AVGO Broadcom has joined the $1T Club.
What fueled a 24% surge in a single day?
We’ve broken down the numbers for you. 👇
https://t.co/7uuW5ckPPT https://t.co/ZBq7J5xlYj
tweet
RT @EconomyApp: $AVGO Broadcom has joined the $1T Club.
What fueled a 24% surge in a single day?
We’ve broken down the numbers for you. 👇
https://t.co/7uuW5ckPPT https://t.co/ZBq7J5xlYj
tweet
Quiver Quantitative
RT @InsiderRadar: 🚨BREAKING: New Insider Purchases at $CDW
The CEO and a director of $CDW have each reported the purchase of over $1M of the company's stock.
These are the first insider purchases at the company in over a year.
tweet
RT @InsiderRadar: 🚨BREAKING: New Insider Purchases at $CDW
The CEO and a director of $CDW have each reported the purchase of over $1M of the company's stock.
These are the first insider purchases at the company in over a year.
tweet
Quiver Quantitative
RT @InsiderRadar: 🚨BREAKING: New CFO Insider Purchase
The interim CFO of $FREY has reported the purchase of ~$900K of the company's stock, increasing his ownership stake by 421%.
The stock had fallen over 82% since its IPO in 2021.
tweet
RT @InsiderRadar: 🚨BREAKING: New CFO Insider Purchase
The interim CFO of $FREY has reported the purchase of ~$900K of the company's stock, increasing his ownership stake by 421%.
The stock had fallen over 82% since its IPO in 2021.
tweet
Offshore
Video
Startup Archive
RT @dhh: The great thing about controversial leaders is that they can literally lay out their entire playbook in public without fear that most big competitors are going to copy it. Because controversial but effective ideas come with native intellectual copy protection."
Andrej Karpathy explains what makes Elon Musk unique
“I don’t think people appreciate how unique [Elon’s style] is. You read about it, but you don’t understand it—it’s hard to describe.”
The first principle Karpathy — who led the computer vision team of Tesla Autopilot — has observed is that Musk likes small, strong, highly-technical teams:
“At companies by default, teams grow and get large. Elon was always a force against growth… I would have to basically plead to hire people. And then the other thing is that at big companies it’s hard to get rid of low performers. Elon is very friendly by default to getting rid of low performers. I actually had to fight to keep people on the team because he would by default want to remove people… So keep a small, strong, highly technical team. No middle management that is non-technical for sure. That’s number one.”
Number two is that Elon wants the office to be a vibrant place where everyone is working on exciting stuff:
“He doesn’t like stagnation… He doesn’t like large meetings. He always encourages people to leave meetings if they’re not being useful. You actually do see this where it’s a large meeting and if you’re not contributing or learning, just walk out. This is fully encouraged… I think a lot of big companies pamper employees, but there’s much less of that. The culture of it is that you’re there to do your best technical work and there’s intensity.”
Elon is also unusual in terms of how closely connected he is to the team:
“Usually the CEO of a company is a remote person, five layers up, who only talks to their VPs… Normally people spend 99% of the time talking to the VPs. [Elon] spends maybe 50% of the time. And he just wants to talk to the engineers. If the team is small and strong, then engineers and the code are the source of truth… not some manager. And he wants to talk to them to understand the actual state of things and what should be done to improve it.”
And lastly, Karpathy believes the extent to which Musk is involved day-to-day operations and removing company bottlenecks is not appreciated. He gives an example of engineers telling Elon they don’t have enough GPUs. As Karpathy explains, if Elon hears this twice he’ll get the person in charge of the GPU cluster on the phone. If NVIDIA is the bottleneck, he’ll get Jensen Huang on the phone.
Video source: @sequoia (2024) "- Startup Archive
tweet
RT @dhh: The great thing about controversial leaders is that they can literally lay out their entire playbook in public without fear that most big competitors are going to copy it. Because controversial but effective ideas come with native intellectual copy protection."
Andrej Karpathy explains what makes Elon Musk unique
“I don’t think people appreciate how unique [Elon’s style] is. You read about it, but you don’t understand it—it’s hard to describe.”
The first principle Karpathy — who led the computer vision team of Tesla Autopilot — has observed is that Musk likes small, strong, highly-technical teams:
“At companies by default, teams grow and get large. Elon was always a force against growth… I would have to basically plead to hire people. And then the other thing is that at big companies it’s hard to get rid of low performers. Elon is very friendly by default to getting rid of low performers. I actually had to fight to keep people on the team because he would by default want to remove people… So keep a small, strong, highly technical team. No middle management that is non-technical for sure. That’s number one.”
Number two is that Elon wants the office to be a vibrant place where everyone is working on exciting stuff:
“He doesn’t like stagnation… He doesn’t like large meetings. He always encourages people to leave meetings if they’re not being useful. You actually do see this where it’s a large meeting and if you’re not contributing or learning, just walk out. This is fully encouraged… I think a lot of big companies pamper employees, but there’s much less of that. The culture of it is that you’re there to do your best technical work and there’s intensity.”
Elon is also unusual in terms of how closely connected he is to the team:
“Usually the CEO of a company is a remote person, five layers up, who only talks to their VPs… Normally people spend 99% of the time talking to the VPs. [Elon] spends maybe 50% of the time. And he just wants to talk to the engineers. If the team is small and strong, then engineers and the code are the source of truth… not some manager. And he wants to talk to them to understand the actual state of things and what should be done to improve it.”
And lastly, Karpathy believes the extent to which Musk is involved day-to-day operations and removing company bottlenecks is not appreciated. He gives an example of engineers telling Elon they don’t have enough GPUs. As Karpathy explains, if Elon hears this twice he’ll get the person in charge of the GPU cluster on the phone. If NVIDIA is the bottleneck, he’ll get Jensen Huang on the phone.
Video source: @sequoia (2024) "- Startup Archive
tweet
Offshore
Photo
Stock Analysis Compilation
Fairlight Capital on Logic Instrument $ALLOG FP
Thesis: Logic Instrument’s rapid growth, military-grade products, and undervaluation position it as an overlooked gem in rugged tech solutions
(Extract from their Q3 letter) https://t.co/56pJYDVLUV
tweet
Fairlight Capital on Logic Instrument $ALLOG FP
Thesis: Logic Instrument’s rapid growth, military-grade products, and undervaluation position it as an overlooked gem in rugged tech solutions
(Extract from their Q3 letter) https://t.co/56pJYDVLUV
tweet
Offshore
Video
Startup Archive
Jensen Huang explains his decision to start NVIDIA as a parent with young children
Jensen was 30 years old when he quit his job at LSI Logic to co-found NVIDIA in 1993. Asked how he made this decision as a young parent at the time, he responds:
“I believed in [my co-founders], and I believed in myself… Even though we had a family and our kids were young — they were just one and two — and that could cause us to be quite risk averse, I was never concerned about being able to do something else if it didn’t work out. And so I felt like I wasn’t risking anything. Maybe that’s too careless by some other standards, but I really believed it. I believed that we weren’t putting our family in harm’s way. And if things didn’t work out, there’ll be an even better job for me somewhere, someday… Lori and I were young and it wasn’t a decision that was difficult per se. It was probably even less than a dinner conversation. Maybe even less than that.”
Jensen offers the following advice to the Berkeley students in the audience:
“All of you are young and bright, and there’s so much opportunity out there. I genuinely don’t believe that when you make a decision to start a company or join a startup that it’s a horribly difficult life decision. The only thing that really matters, in my estimation, is are you going to love the people that you work with? Are you going to love the work that you’re going to do? Are you going to love it so much that all the pain and suffering that’s going to come your way — which I promise you will be lots: setbacks, disappointments, the list of bad days — you’ll be able to keep carrying on. So long as you love the work that you do, you’ll be able to keep carrying on. That’s really it. That’s 100% of the wisdom.”
Video source: @BerkeleyHaas (2023)
tweet
Jensen Huang explains his decision to start NVIDIA as a parent with young children
Jensen was 30 years old when he quit his job at LSI Logic to co-found NVIDIA in 1993. Asked how he made this decision as a young parent at the time, he responds:
“I believed in [my co-founders], and I believed in myself… Even though we had a family and our kids were young — they were just one and two — and that could cause us to be quite risk averse, I was never concerned about being able to do something else if it didn’t work out. And so I felt like I wasn’t risking anything. Maybe that’s too careless by some other standards, but I really believed it. I believed that we weren’t putting our family in harm’s way. And if things didn’t work out, there’ll be an even better job for me somewhere, someday… Lori and I were young and it wasn’t a decision that was difficult per se. It was probably even less than a dinner conversation. Maybe even less than that.”
Jensen offers the following advice to the Berkeley students in the audience:
“All of you are young and bright, and there’s so much opportunity out there. I genuinely don’t believe that when you make a decision to start a company or join a startup that it’s a horribly difficult life decision. The only thing that really matters, in my estimation, is are you going to love the people that you work with? Are you going to love the work that you’re going to do? Are you going to love it so much that all the pain and suffering that’s going to come your way — which I promise you will be lots: setbacks, disappointments, the list of bad days — you’ll be able to keep carrying on. So long as you love the work that you do, you’ll be able to keep carrying on. That’s really it. That’s 100% of the wisdom.”
Video source: @BerkeleyHaas (2023)
tweet
Offshore
Photo
Dimitry Nakhla | Babylon Capital®
Thermo Fisher Scientific $TMO boasts a stellar record of EPS growth over the long haul 📈
Pre-pandemic, it saw revenue increase in 14 of 15 years ✅
Post-boom normalization has been a challenge, but 2024 looks set for a growth resurgence 🧬
#stocks #investing https://t.co/vWgDBKQYj2
tweet
Thermo Fisher Scientific $TMO boasts a stellar record of EPS growth over the long haul 📈
Pre-pandemic, it saw revenue increase in 14 of 15 years ✅
Post-boom normalization has been a challenge, but 2024 looks set for a growth resurgence 🧬
#stocks #investing https://t.co/vWgDBKQYj2
tweet
Offshore
Photo
Stock Analysis Compilation
FPA on Advanced Auto Parts $AAP US
Thesis: Advanced Auto Parts’ major turnaround under new leadership, combined with a deeply discounted valuation, offers patient investors a long-term opportunity
(Extract from their Q3 letter) https://t.co/6xbqMGxF89
tweet
FPA on Advanced Auto Parts $AAP US
Thesis: Advanced Auto Parts’ major turnaround under new leadership, combined with a deeply discounted valuation, offers patient investors a long-term opportunity
(Extract from their Q3 letter) https://t.co/6xbqMGxF89
tweet
Offshore
Video
App Economy Insights
🚖 Waymo grabs 22% of SF rideshares.
What does this REALLY mean for Uber and Lyft?
Will Tesla steal the show?⚡
Read on 👇 $GOOG $UBER $LYFT $TSLA $GM
https://t.co/D3J1aYPoGv https://t.co/SBUcMBpZCl
tweet
🚖 Waymo grabs 22% of SF rideshares.
What does this REALLY mean for Uber and Lyft?
Will Tesla steal the show?⚡
Read on 👇 $GOOG $UBER $LYFT $TSLA $GM
https://t.co/D3J1aYPoGv https://t.co/SBUcMBpZCl
tweet