This is a summary of an article by Ian Cassel on investing in companies with right CEOs. Cassel says the smaller the company the greater the emphasis investors should place on selecting the right founders and CEOs. Intelligent Fanatics are the world’s greatest business builders. They create companies and organizations that dominate and stand the test of time. Charlie Munger was the first person to use the term Intelligent Fanatic. He described them as possessing business talents that allow them to do things that ordinary skilled mortals can’t. Cassel’s research uncovered that intelligent fanatics are owners, not caretakers. Specifically, this was reflected by large ownership positions, low salaries, and frugality.
Management and boards who own large pieces of the business make better long-term decisions. In particular, Cassel likes to see the management and board owning at least 20% of the business. He prefers to see a significant portion of the CEO’s net worth in the company’s stock. It’s even better if he or she purchased their entire position (i.e. it wasn’t given to them in the form of options). As an investor, you want to see the management have a significant skin in the game. Never invest in a business whose management doesn’t have to live with the consequences of their decisions.
Low salaries are equally important. Frugality is also woven into this. Cassel thinks it relates well to microcap companies. Low executive compensation works better for investors because it sets the ceiling for the rest of the organization. No one can be greedy and ask for more than the CEO.
When you are investing in public companies, executive compensation is public knowledge. If management gets paid an exorbitant amount, employees will know it. When employees also have to walk by the CEO’s brand new expensive car parked out front, they aren’t going to work as hard. “He or She is rich, let them deal with it” seeps into the culture of the company.
Against the grain of almost everything you see on TV, Cassel’s research showed that intelligent fanatics were not materialistic egomaniacs. They often didn’t drive fancy cars or live in big mansions. They looked, dressed, and lived like normal people even after they were billionaires. They worked in the trenches with employees and put in longer hours than anyone. They were seen and respected. They lead by example. These are the leaders whose teams will rally around them when times get tough.
Find and invest in owner management, not caretaker management – leaders that have large ownership positions, low salaries, and that are frugal.
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