Offshore
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Investing visuals
Palantir $PLTR quarterly revenue per employee is $192.000 as of Q3 '24 and the highest it's ever been.
That's $768.000 on a yearly basis🤯 https://t.co/C2uuzQA8ag
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Palantir $PLTR quarterly revenue per employee is $192.000 as of Q3 '24 and the highest it's ever been.
That's $768.000 on a yearly basis🤯 https://t.co/C2uuzQA8ag
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Quiver Quantitative
JUST IN: Representative Virginia Foxx just disclosed a sale of up to $100K of stock in Pembina Pipeline, $PBA.
$PBA is a Canadian pipeline company.
Probably bearish for trade between the US and Canada. https://t.co/wGXkoGFrQw
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JUST IN: Representative Virginia Foxx just disclosed a sale of up to $100K of stock in Pembina Pipeline, $PBA.
$PBA is a Canadian pipeline company.
Probably bearish for trade between the US and Canada. https://t.co/wGXkoGFrQw
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InsideArbitrage
Transcarent to Acquire Accolade $ACCD for $621 Million -
✴️Transcarent will acquire Accolade for $7.03 per share in cash, representing a premium of 109.85% from the stock’s last close.
✴️Once the acquisition is completed, expected in Q2 2025, Accolade will become a privately owned company.
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Transcarent to Acquire Accolade $ACCD for $621 Million -
✴️Transcarent will acquire Accolade for $7.03 per share in cash, representing a premium of 109.85% from the stock’s last close.
✴️Once the acquisition is completed, expected in Q2 2025, Accolade will become a privately owned company.
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Offshore
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Stock Analysis Compilation
Hedge funds' best ideas #26 is in your inbox 🔥
(link in bio)
Includes links to the Q3 letters & articles from Artisan Partners / Hotchkis & Wiley / Liontrust / Madison funds / Mar Vista / Mayar Capital / Newbridge AM / Orbis / Parnassus / Perritt CM / Polen Capital / Rewey AM / Riverwater Partners / Royal London AM / Royce IP / RS Investments / THB AM
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Hedge funds' best ideas #26 is in your inbox 🔥
(link in bio)
Includes links to the Q3 letters & articles from Artisan Partners / Hotchkis & Wiley / Liontrust / Madison funds / Mar Vista / Mayar Capital / Newbridge AM / Orbis / Parnassus / Perritt CM / Polen Capital / Rewey AM / Riverwater Partners / Royal London AM / Royce IP / RS Investments / THB AM
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Quiver Quantitative
RT @QuiverCongress: JUST IN: @SenTedCruz has introduced legislation to create congressional term limits.
Follow here for updates. https://t.co/j3L8msY9jW
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RT @QuiverCongress: JUST IN: @SenTedCruz has introduced legislation to create congressional term limits.
Follow here for updates. https://t.co/j3L8msY9jW
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Offshore
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Stock Analysis Compilation
Baron Fifth Avenue Growth Fund on KKR $KKR US
Thesis: KKR & Co. Inc. is a leading alternative asset manager poised for significant growth through its diversified investment strategies and expansion in less penetrated markets like Asia.
(Extract from their Q3 letter) https://t.co/efA7sbDKEH
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Baron Fifth Avenue Growth Fund on KKR $KKR US
Thesis: KKR & Co. Inc. is a leading alternative asset manager poised for significant growth through its diversified investment strategies and expansion in less penetrated markets like Asia.
(Extract from their Q3 letter) https://t.co/efA7sbDKEH
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Offshore
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Dimitry Nakhla | Babylon Capital®
Let’s take a look at $MA & $MA impressive 10-year track record (2014-2024) 💳
As you can see below, $MA & $V have delivered excellent returns relative to the broader market, with a higher Sharpe ratio meaning they’ve achieved a better risk-adjusted return 📊 https://t.co/UazJvwQkz5
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Let’s take a look at $MA & $MA impressive 10-year track record (2014-2024) 💳
As you can see below, $MA & $V have delivered excellent returns relative to the broader market, with a higher Sharpe ratio meaning they’ve achieved a better risk-adjusted return 📊 https://t.co/UazJvwQkz5
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Offshore
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Startup Archive
Jeff Bezos on the problems with proxies and managing to metrics
“One of the things that happens in business is that you develop certain things that you’re managing to—a typical case would be a metric. And that metric isn’t the real underlying thing.”
To illustrate his point, he suggests a hypothetical example of company that designates “customer returns per units sold” to be an important metric:
“The person who invented that metric and decided it was worth watching had a reason. And then when you fast forward five years, that metric is the proxy. In this case, it’s a proxy for customer happiness. But that metric is not actually customer happiness.”
He continues:
“Five years later, a kind of inertia can set in and you forget the truth behind why you were watching that metric in the first place. And the world shifts a little. And now that proxy isn’t as valuable as it used to be—or it’s missing something. You have to be on alert for that.”
You have to keep in mind that you don’t really care about the metric. What you care about is customer happiness, and the metric is only worth putting energy into and scrutinizing to the extent that it actually improves customer happiness.
“It’s very common and it’s a nuanced problem—especially in large companies—that they are managing to metrics that they don’t really understand. They don’t really know why [these metrics] exist. And the world may have shifted out from under them a little, and the metrics are no longer as relevant as they were when somebody ten years earlier invented them.”
You need metrics and can’t ignore them, but you have to make sure you really understand them and why they were invented in the first place.
“This is a way to slip into day 2 thinking — managing your business to metrics that you don’t really understand.”
Video source: @lexfridman (2013)
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Jeff Bezos on the problems with proxies and managing to metrics
“One of the things that happens in business is that you develop certain things that you’re managing to—a typical case would be a metric. And that metric isn’t the real underlying thing.”
To illustrate his point, he suggests a hypothetical example of company that designates “customer returns per units sold” to be an important metric:
“The person who invented that metric and decided it was worth watching had a reason. And then when you fast forward five years, that metric is the proxy. In this case, it’s a proxy for customer happiness. But that metric is not actually customer happiness.”
He continues:
“Five years later, a kind of inertia can set in and you forget the truth behind why you were watching that metric in the first place. And the world shifts a little. And now that proxy isn’t as valuable as it used to be—or it’s missing something. You have to be on alert for that.”
You have to keep in mind that you don’t really care about the metric. What you care about is customer happiness, and the metric is only worth putting energy into and scrutinizing to the extent that it actually improves customer happiness.
“It’s very common and it’s a nuanced problem—especially in large companies—that they are managing to metrics that they don’t really understand. They don’t really know why [these metrics] exist. And the world may have shifted out from under them a little, and the metrics are no longer as relevant as they were when somebody ten years earlier invented them.”
You need metrics and can’t ignore them, but you have to make sure you really understand them and why they were invented in the first place.
“This is a way to slip into day 2 thinking — managing your business to metrics that you don’t really understand.”
Video source: @lexfridman (2013)
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