In private debt funds - unlike in boutique equity funds - there is a big payoff for investors from having a bigger loan book. Scale makes private debt providers more relevant to borrowers and investors, says Metrics Managing Partner Andrew Lockhart.

Conventional wisdom says that by staying small, boutique managers can deliver superior returns. They are nimble and can move in and out of stocks without the burden of having to invest, even when conditions are not favourable.

But what is true of equity managers does not hold for private debt providers. Increased scale makes a private debt manager more relevant to both the borrowers and the investors and provides more consistent returns. In this article we look at the reasons why, using the Metrics Credit Partners experience to illustrate the benefits.

Metrics was established ten years ago, a pioneer in non-bank lending in Australia, by a team of three partners who worked at NAB and who had extensive experience in lending and portfolio risk management. Since then, Metrics has grown to a team of ~100 people with AUM of ~$10 billion. Metrics has not grown just for the sake of getting bigger, but because there are clear benefits for investors.

Having scale makes Metrics more relevant to borrowers because access to non-bank debt finance can help them grow. With increased funding, Metrics can lend larger volumes to clients to help realise their plans. A smaller lender may not always have the capacity to match the needs of some borrowers and they don't have the certainty of capital that a larger lender provides.

Metrics is not a bank. It is a minnow compared to the balance sheets of any of the Big Four. But  it does not have their cost structure or rigid business practices, either. As one of the largest non-bank providers of debt finance to Australian businesses Metrics has the capability to match the needs of borrowers in a way that banks cannot. There are regulatory restrictions which impose a higher level of capital to be retained on balance sheets for banks that lend to business compared with lending for consumer purposes where the loan is secured against a residential property. This reduces the returns that a bank can generate from lending to companies which reduces their appetite to do so. But Metrics is focused on business and real estate lending. It has a highly skilled and a professional team with a deep understanding of each borrower, which means they can assess risk and price it accordingly.

Through the recent wave of lockdowns that began in June 2021 Metrics again demonstrated its commitment to business borrowers. In the September quarter alone, Metrics financed in excess of $1.2 billion. By December, as the economy re-emerges from lockdowns, Metrics expects to finalise another $2 billion. It's unlikely any of our non-bank fund competitors can provide this volume of finance to Australian companies.

All through this period Metrics has further added depth and breadth of expertise, increasing its team ~100 people. By resourcing teams in origination and risk assessment it has a larger more diverse team to consider more lending opportunities. That in turn delivers more attractive returns and capital preservation for investors.

Contrast that with small private debt providers who claim to have the same benefits of a boutique equity investor. Their small scale means they can only do a handful of loans for a small number of clients before they reach capacity. That limits the potential of their borrowers. It also limits the managers ability to create diversified portfolios for their investors, increasing concentration and single large counterparty credit risk.

The big global credit players setting up shop in Australia have a similar scale problem. On the face of it they have huge resources and big, well-known brand names to offer the local market. But the reality is that their local teams are small and lack the capacity to originate many good lending opportunities. When they do find one, the credit decisions are usually taken offshore, away from the relationships and understanding of local nuances that a larger, local private debt manager like Metrics provides.

Being more relevant to borrowers has several important benefits for investors. Scale provides access to better deal flow, giving Metrics a better understanding of the market and the ability to focus on the best quality lending opportunities coming through. Having the ability to lend in larger size also means more negotiating power when determining the terms and conditions on the financing. It allows Metrics to tap sources of income - such as origination fees - that those smaller players cannot, generating better returns for investors.

Scale also provides important risk management capabilities for investors, by allowing diversification across a wide range of industries and sectors. A larger portfolio of loans, where each exposure represents less than 1% of the total, provides cover against any one loan having an outsized impact on the returns to investors. This is also important in preserving investor capital, reducing concentration risk from any one borrower.

Scale is only useful when it delivers better outcomes for borrowers and investors. Metrics' continued growth and performance reinforces this. This year alone, both listed funds have undertaken significant capital raisings to expand their capacity and continue to trade at a premium to their NAV. New additions to the Metrics suite of funds have and will continue to come to market to ensure those benefits of scale are realised for borrowers and investors alike.

When it comes to investing, does being boring ever pay off?

The contrarian approach to investing is not a new concept. If you want to generate returns better than the crowd, you need to be different. 

Against the backdrop of a tumultuous past year and a half, the easiest thing was to play it safe in the light of uncertainty. That's exactly what many people did, including some high-profile professional investors who converted their portfolios to cash in March 2020.

For us, being agile, open-minded and willing to be contrarian was more important than ever last year. It allowed us to invest in a collection of unloved businesses at once-in-a-lifetime prices. 

And it paid off. 

The 2021 financial year was the best on record for Forager across both our Australian Shares Fund and International Shares Fund. 

That was then, what about now? 

The current environment reminds me a lot of 2017. We had had a wonderful few years of outperformance leading up to that year, with many of our contrarian investments paying off handsomely. The following two years, however, were our two worst on record.

When I reflect on that 2018-2019 period, our biggest mistake was to keep being contrarian simply for the sake of it. I wrote an article at the end of 2017 that identified 10 blue chip stocks that made for a nice defensive portfolio in a generally expensive market. Not only did those 10 stocks perform well over the subsequent year, on average they outperformed our Australian Shares Fund by some 20%. 

There is a time and place for contrarian bets. And there's a time for playing it safe. 

Right now, interest rates remain at record lows, stock markets are trading at all-time highs, people are inventing new metrics like revenue multiples to justify absurd prices for growth stocks, inflation is becoming a serious concern and COVID resurgences are weighing on the economic recovery.

More importantly, there are very few pockets of undue pessimism. 

It is time, once again, to be thinking about the benefits of safe and boring. Once again, like 2017, investor obsession with hyper growth and high returns has left some of these stocks neglected.

The beauty of being big and boring

Let's take a look at two big and boring stocks currently in our Australian Shares Fund: Downer EDI and TPG Telecom.

Employing some 52,000 people in Australia and New Zealand, Downer Group is one of the antipodes' largest industrial services companies. Its operations range from maintaining buildings and railway lines through to building roads and runways for the defence force. 

If that sounds boring, that's the whole point. After a number of slip-ups in recent years, the company has been focussing on making itself as boring as possible. It has been winding down its higher-risk construction business, has offloaded most of its mining services businesses and sold its laundries operations for a tidy sum. By 2024, we estimate 80-90% of revenue will come from government-related entities. 

This transformation has gone largely unrewarded by investors. Up until its latest results were released in August, the share price was languishing at 2016 levels. We think it can generate an 8-9% cash return from these prices, is committed to sharing most of that cash with shareholders and should be able to generate growth in line with the wider economy. In a world of expensive assets, that adds up to just fine.

Telcos out of fashion

TPG is earlier in its transformation journey. The original TPG was a popular founder-led business which David Teoh built from the ground up and created a huge amount of shareholder value. 

His final act was to merge with Vodafone, much to Rod Sims ire. The ACCC Chairman didn't like the impact this merger could have on competition and the deal ended up in the courts. TPG won, the ACCC lost and the combined company is now a significant player with more than five million mobile subscribers and two million fixed broadband subscribers.

Teoh has now left the business and the days of rapid growth are well behind TPG. But we think the concerns Sims had about competition suggest a brighter future ahead for the sector.

On the fixed side of the business, margins have been compressed by the transition from reselling ADSL to lower margin NBN contracts. From here on, there is upside in potential NBN price cuts and the networks themselves are starting to bypass the NBN with home 5G wireless devices (my household uses one, it's super fast and was the easiest installation I have ever experienced).

And in mobile all three large players are talking about a "better" pricing environment, with all of them selling new contracts at better than the current average. Sims won't like that, but it is good news for shareholders. 

We think all of this adds up to a business that can generate a cash return of roughly 8% on today's market capitalisation. Unlike Downer, we might need to wait a few years while TPG repays some debt, but shareholders should see most of that paid out as dividends from the 2023 financial year. 

The telco sector is mature, boring and stable, but we will take 8% over most of the opportunities we are seeing today. 

The lesson: you don't always need to be different

Forager's motto is "opportunity in unlikely places". It's an approach that has served us well over the past decade. Despite the odd year of poor performance, our clients are still well ahead of the index since our Australian Fund's inception in 2009. 

We have learned an important lesson from those difficult years, though. You don't always need to be doing better than the crowd.

Keeping it simple is not always easy. Especially when, like us, you have a reputation for being contrarian. To turn to our loyal client base and say "you know how we look for opportunity in unlikely places?". Well, we just bought Downer EDI. That doesn't sit well with how we view ourselves or what our clients have come to expect. And that's what makes it so hard.

But we know how important it is. The contrarian's time will come again. And, while we wait, boring stocks like Downer and TPG can give us some perfectly sensible returns.

Written by Chief Investment Officer Steve Johnson

The three banks with September financial years - ANZ, NAB and Westpac - are almost back to normal. Cash profits and return on equity are still below FY19 levels, but it is clear that the COVID-19 crisis has not left any scars on the banking system. Most importantly, the banks' capital positions are once again "unquestionably strong": an average Common Equity Tier 1 (CET1) ratio of 12.7%, up from 11.4% in FY20, means that all the banks can afford share buybacks.

So far, however, organic growth is modest. Most of the recovery in cash earnings came from the $820m writeback of provisions built up last year. The banks are still paying "customer remediation costs" for their crimes of fees for no service and other horrors revealed by the Hayne Royal Commission, but these should end in FY22. The ratio of operating costs to income is still too high, and the banks will need another two to three years to achieve their cost reduction targets.

The fundamental problem is that banking is no longer as profitable as it used to be, thanks to increased competition, tighter regulation, and higher capital requirements. The KPMG chart below shows how the banks' average net interest margin (NIM) has slid steadily downward, from 3.0% two decades ago to only 1.86% now.

In order to preserve their margins, the banks need to simultaneously cut their operating costs and increase their capital spending to improve their processes. CBA is leading the pack in both of these objectives, which is why it is the only one of the Big Four to have returned to its 2016 share price. Shareholders of the other three banks are well aware of the size of their capital losses over the last five years. This is also why CBA's dividend yield is less than 4.0% while the other three yield between 4.5% and 5.0%.

FY22 results are likely to be similar to this year - modest organic growth, with profits buoyed by provision writebacks. But there will be complications. The first is that wholesale funding costs will increase as US and Australian interest rates rise, and the banks will lose some of the deposit inflow which was triggered by the COVID-19 panic. The second is that the Australian regulators will probably impose macroprudential controls to slow the pace of house price rises and to discourage borrowers from taking on excessive debt. The third is that the rise in CPI inflation will affect different sectors of the Australian economy in different ways, and may put an end to the improvement in loan delinquency rates.

Our analysis suggests that the banks are fairly priced at present, as a sector with low earnings growth but also low risk. In the long run, the recent changes in industry structure will mean that bank earnings will grow more slowly than most companies in the S&P/ASX200 Index, making the banks attractive for income rather than capital growth.

ANZ's cash profit of $6.2bn (218c per share) slightly exceeded market expectations, because stronger markets income offset a 4% increase in costs as well as ongoing customer remediation costs. The full-year dividend of 142c was higher than 60c in FY20 but still below 160c in FY19. During the latest half-year, ANZ's residential loan book declined by 1% against system growth of 4%. This disparity highlights the inadequacies of ANZ's mortgage processing systems, which the bank has acknowledged and is devoting capex to improving. FY22 earnings and dividends are expected to be flat, but ANZ is trading on a lower P/E than the other three, so the medium term may see some price gains through re-rating.

Commonwealth Bank's trading update for the September quarter disappointed the market, with the CBA share price falling 8%. Despite above-system loan growth, cash profit for the quarter was flat at $2.2bn and net interest margin fell significantly. A single quarter is not necessarily an indicator of the 2022 result, but it does reinforce our view that the banks face a difficult competitive environment.

NAB reported a $6.6bn cash profit (199c per share) and lifted its full-year dividend to 127c (a 64% payout ratio), which was better than 60c in FY20 but still below 166c in FY19. The result was free of notable items and other one-offs. Management indicated that future dividends would be 65% to 75% of cash earnings. During the half-year, NAB grew its gross loans and advances (GLA) as fast as system growth or faster. The bank has simplified and automated its mortgage approval process: 30% of Simple Home Loans are expected to be approved in one hour, and 60% within one day.

Westpac is lagging behind the other three big banks. FY21 cash earnings of $5.4bn (146c per share) are equivalent to a return on equity of 7.6%, well behind the Big Four average of 9.9%. Westpac's cash earnings suffered from a notable items charge of $1.6bn, and the September 2021 half year was disappointing, with expenses rising and margins falling. The FY22 dividend of 118c (an 81% payout ratio) was better than 31c in FY20 but well below 174c in FY19. The share price has fallen 9% since the result - the market clearly does not believe that Westpac will achieve its announced cost reduction targets on time.

Introduction
Experience in the industry has shown that many Australians are often stuck with sub-optimal investments and institutions managing their money, often without knowing why or what else to do.  They routinely don't invest with the better fund managers and investments and the investment industry and regulatory setup - far from helping them, is actually restraining them.  When it is your money, you deserve to know there is a better alternative.

Routinely the industry including super funds, advisers, researchers and investors produce subpar performance by restricting their clients to sub-optimal investment solutions or simply chasing past great performance, pushing money in to an asset or fund manager at the wrong time and after they've done well and are at high risk of mean reverting.  I'm sure that's happened to you too, either of your own volition or on the encouragement of a wayward advisor or institution (comments welcome).

Investors then complain that active management doesn't work for them, when actually what doesn't work is the system and people they're using.  In fact, active management can and should routinely work extremely well if you access the best parts of the investment architecture and a better investment process, and the better aligned and more experienced and authentic people rather than the professional marketers and sales firms.

While I could write an article about all the industry incentives that fail investors and why the system won't improve any time soon (in fact, it's getting worse), this article will hone in on just a couple of key and common mistakes investors make.  It is by no means comprehensive and is not investment advice, but it potentially gives you a better chance of investing much more effectively and informs you about where you might be going wrong.

PROBLEM 1 - Institution Versus Boutique
Large corporates and institutions often don't invest money well.   Why?  They have a different culture, incentives and motivations than you do which means they aren't as well aligned as they should be with you and your interests.  For example, often they are focused on asset gathering and are marketing led rather than investment led, when you just want someone to perform well and act in your interests and not just in theirs.  Frequently they are too big, and investing a lot of money really well is more difficult for numerous reasons.  Large organisations have a focus on empire building, short term shareholder returns and the retention of their assets rather than industry best practice and adapting to a changing world.  Very commonly organisations simply talk the talk rather than walk the walk.  Organisational culture and nature also often mean that while they may temporarily employ good people that want the big names on their CV while they're young and inexperienced, the best people will often be looking to move on and elsewhere as soon as they can.

SOLUTION 1: Don't simply blindly invest with large corporates and institutions unless you have a strong reason to, because this stacks the odds against you.
Instead follow what the most authentic and performance orientated people do and prioritise boutique fund managers.  Boutique managers are routinely much better aligned with investors.  They are often investing their own friends' and family money, are more aligned with performance rather than simply asset gathering, and routinely have an investment culture instead of a marketing and sales culture.

Furthermore, they don't need to waste time in managing up to be promoted, or on internal corporate meetings, and often are more experienced and investment savvy.  They often leverage a broad industry network (and are part of a large more diverse virtual organisation rather than a restricted corporate one) and can cherry pick the best people to align with to produce a successful performance culture.

Ultimately most boutiques can only thrive and survive if they add value to investors, because they operate in a competitive industry when their money is not captured or static in the system like it is with large super funds, corporates and institutions.  Boutiques can add value in numerous ways directly aligned with investors interest, such as being truly active and overweighting great assets and investments rather than being beholden to other influences or suffering "death by committee" or management meetings.  Boutique managers hence stack the odds more in your favour.  Early-stage boutique managers are often even better as they are super motivated to perform and won't have excessive assets or competing interests to manage.

PROBLEM 2 - Retail versus Wholesale
Common retail investment solutions such as large superannuation funds and retail funds - those readily and widely available to retail clients, are routinely sub-optimal.

Retail managers are weighed down by an increasingly heavy-handed regulatory regime which can distract from or preclude entirely the main game of good investing.  They are more beholden to numerous intermediaries including regulators, researchers, platforms and commercial interests and often need to "slot in" to narrow ideas of what a fund manager should be - including sometimes being very restricted in how they invest or what they can invest in, to the point when they can be structurally relatively ineffective.  For example, the new regulatory regime affecting super funds will in future strongly encourage an even more benchmark-based investment approach rather than a more client centric outcome-based investing approach.  This creates strong asset class dependency on long only public equities and more binary type outcomes for your investments, not what you probably really want for your hard-earned capital.

Ironically, much of the compliance and restrictions are implemented in the name of "investor protection"; however, this can be thought as being protection from diversity and a better investment return!  No wonder retail investors complain they don't have access to the best investments; because quite simply they don't.

SOLUTION 2: Look for good wholesale funds who are aligned with your interests and obviously investment orientated rather than being asset gatherers.
If you qualify as a wholesale client under the Corporations Act such as having $250,000 annual salary over the last two years or $2.5 million net assets, it is generally not a great idea to invest your funds the same way as retail client funds.  Avoid advisers and institutions that want to invest you this way for their convenience, when they should be doing so much better for you by treating you appropriately if you are a wholesale client and taking advantage of the large benefits this offers.

There is a good reason why the wealthiest and most successful run their own SMSFs rather than invest with mainstream superannuation funds.  This way they can invest in the best investment solutions out there, rather than be restricted to the more constrained and mediocre ones, although sometimes they don't know how to fully take advantage of this.

There are many ways wholesale funds can demonstrate that they are capable and aligned with investors, and the more they can demonstrate this the better…

Ways to Assess Fund Manager Alignment with Optimal Investor Outcomes
Proof of better fund manager alignment can be found in many ways.  Some of these include:

Fees

1. Charging low base fees with the fund manager making their money from performance fees (rather than high management fees and continual asset gathering to increase fee collection, irrespective of investor returns and volatility).

2. The manager only charges performance fees if they make you a positive return, as charging performance fees over a benchmark that doesn't matter to your goals and that goes backwards isn't great alignment if investment markets turn down.

Nimble Managers

3. Having low funds under management and strict capacity limits on the funds under management that the manager will manage across different investment offerings.

4. Having few or only one investment fund in which the fund manager substantively invests their own family and friends and which you too can invest alongside them.

Track Record and Clear Articulation

5. A history of valuable work experience and previous strong and consistent performance in other roles, and no question mark about the manager's authenticity or focus on what matters to you.

6. The ability to explain to investors how they will add value and have added valued in the past, and how they have learnt from markets and their mistakes and won't make these again.

Superior Risk Management

7. Superior risk management through genuine diversification and other methods such as using options for hedging risk.  Good managers can be, but don't necessarily need to be higher risk and may in fact demonstrate or target lower risks than the average, which better aligns with investor goals for capital preservation.

Culture

8. A recognition that the fund manager's approach is not the only good way to manage money and that the manager doesn't suffer from hubris.  For example, the fund manager may be humble enough to invest with other fund managers for diversification and value added rather than pretending they have all the answers with their in-house solutions across every asset class (given this is unrealistic).

Conclusion
Take Advantage of a Wonderful Environment for Great Active Management

These are exciting times right now for good active investing across multiple asset classes and strategies.  The opportunity set is huge and there are gains to be made and important risks that need to be managed.  We continue to search for new active boutique fund managers to invest with that can demonstrate to us that they offer specialist expertise and are a sophisticated value-adding operator, and importantly are aligned with investors in our fund.

If you haven't had a great experience so far in what has been a spectacularly positive investment environment, look for a better alternative.  Hopefully, this article will help you with some suggestions about how you can approach this challenge and invest more effectively in future.  Your comments and feedback are welcome and we're happy to discuss further as required.