Hermes plans aggressive global expansion for “boutique of boutiques”

Hermes, the investment management arm of the £28 billion ($45 billion) BT Pension Scheme in the UK, is building a ’boutique of boutiques’ via an aggressive expansion plan that includes lifting funds management teams from the private sector, with the aim of selling its alpha expertise to other pension funds globally from January 1, 2010.

Hermes, which remains fully owned by BTPS, currently hires 400 employees mostly in the UK and is looking to expand its investment team to Boston, New York and Hong Kong. It is also building a large distribution team around the globe.

New head of investments Saker Nusseibeh, who took the job in June following Roger Gray’s defection to the Universities Superannuation Scheme, said the manager was looking for de-correlated alpha, and was “open to everything”.

“We are building the proposition of a boutique of boutiques, and will have a very wide offering from long only to hedge funds. This is natural, for example internally we have a first quartile small cap capability regionally, but have never sold it. It is a good fit, we get the best entrepreneurial investment managers and they get our backing and control.”

Hermes has already built a fund of hedge funds boutique, with co-chief investment officers both formerly of Pioneer Alternative Investments, and has a global equities team on the ground in Boston.

Nusseibeh, who has a background in background in the private funds management market working for Morgan Stanley among others, says the fund is not only buying teams, but also individuals, and is close to “landing someone” in Japanese equities and global emerging markets.

Sponsored Content

He said the first areas of focus will be those that BTPS wants exposure to, but that Hermes also wants to partner with other institutions.

“The key is we are not selling products, we will approach them with opportunities, and will only look at things that will work, the factors of risk are understood,” he said.

“This is a different relationship, we don’t have to sell to clients and are not motivated by sales, fees or profit and loss statements, it is a different relationship. It is so clearly the future, it’s the crossover we’ve been waiting for.”

He said the fund had built the investment platform and would now be building the sales team.

More detail of this approach and Hermes plans will be revealed in next week’s conexust1f.flywheelstaging.com investor profile.

Leave a Comment

Sort content by

Is the financial services sector serving the public interest?

Fiduciary law, which creates the boundaries and rules for asset owners managing other people’s money, is evolving. The short-termism, misaligned incentives and complex and over-supply of services that characterises financial services, is under fire. Regulators around the world are increasingly looking at how to change the behaviour and supply chain dynamics in the industry, and

The impact of the mega manager

The impact of size is a delicate point for asset managers. For specialist asset classes, and boutique managers, being small and nimble can be a source of alpha. On the other hand, being large can reduce fees and increase innovation and product offering. But now there is evidence to show that the emergence of the

The contested role of asset consultants

Asset consultants are a key part of the investment chain, providing small funds with services that include decision making processes and strategic asset allocation, and for larger funds traditionally playing a key role in manager and strategy selection. But a study by Gordon Clark and Ashby Monk, which is part of a broader look by

Demystifying private equity

US public pension funds, on average, have around 9.4 per cent allocated to private equity but for many public funds monitoring the firms that manage these investments – including the transparency of underlying investments, fees, performance and benchmarking – as well justifying these investments to boards and stakeholders, takes up more than 10 per cent

Why investors employ smart beta strategies

The common view is smart beta is used to side step expensive active equity managers or hedge fund managers whose processes are on the surface opaque, but on close investigation turn out to be largely beta like in approach. As investors have gained experience and familiarity they have also learnt about how it offers greater

Managing culture with risk management techniques

The interaction between governance, culture and performance is increasingly a topic around asset owner board tables. But little has been written about the relationship between culture and the financial crisis, and how to change culture in financial services organisations. Andrew Lo, professor of finance at MIT, has come up with a proposal to change culture

Previous