Asset Manager Overview
Liontrust is an independent asset manager that was launched in 1995 and listed on the London Stock Exchange in 1999. It has a number of investment teams within the business, offering equity, fixed income and multi-asset strategies to clients. All of the investment teams operate largely independently of each other and are free to follow their own investment process and philosophy.
Fund Manager/Team Overview
Anthony Cross commenced his investment management career at Schroders in 1991, where he initially worked as an equity analyst before moving over to the Smaller Companies team. Mr Cross then joined Liontrust in 1997, developing this fund's investment strategy and underlying process, which was first used in a UK smaller companies vehicle from 1998 onwards. This fund uses the same philosophy and process but invests more across the market capitalisation range, but is more tilted towards larger cap names. At the end of December 2024, co-manager and long time colleague Julian Fosh who joined Liontrust in 2008 retired after a prelonged period of absence. Sucession planning has long been a focus here and in 2015, the managers were joined by Victoria Stevens, who came from specialist broking firm finnCap and Matthew Tonge, who has been with Liontrust since 2003, having previously been haed of the firm's trading desk. The team has been further expanded through the hire of Alex Wedge, who joined in 2020, Natalie Bell who moved internally from the Stewardship in 2022, and in May 2024 Alexander Game joined from Unicorn. The most recent addition, Bobby Powar, arrived in Spetember 2024 to work alongside Mr Wedge in running a global smaller
Investment Philosophy & Process Overview
The managers believe that companies which have a durable competitive edge will generate above average returns over the long run. For a company to have an edge, which is both durable and competitive, the managers believe that it needs to have at least one of the following three characteristics. Firstly, intellectual property that can be gained through possession of legally protected patents and copyrights, or through more informal means such as trade secrets or specialist know-how that is difficult to replicate outside of the organisation. Secondly, the firm may have a strong distribution network that is in a physical or electronic form. Thirdly, it might have recurring revenue streams that stem from the brand or convenience of the product that they offer. These three factors go towards building intangible assets, which are not evident on the company's balance sheet but nevertheless are vital components of a company's competitive advantage as they are difficult for outsiders to replicate. Often these attributes tend to be self-reinforcing, where success builds success, and this generates sustainable growth and subsequently, staying power. As a result, profits can remain at abnormally high levels for extended periods.
Having identified promising companies which possess one or more of these attributes, the team then analyses the firm's accounts to examine if its favourable competitive positioning has been converted into above average profit generation. Companies that have no history of financial productivity are not pursued. The team also tends to avoid companies with risks that are outside of the companies' control such as utilities and mining, or businesses which the managers struggle to fully understand such as banks and life assurance companies. The primary tool used to assess this is Canaccord Genuity's Quest database, which examines if a company's cash flow return exceeds its cost of invested capital - a prerequisite for investment.
The team manage a number of UK funds with a shared investment philosophy. Portfolio construction for UK Growth is somewhat more index aware especially compared to their Special Situations fund, and so despite being able to be zero weighted in stocks that do not meet their investment criteria, they are limited to a 3% relative overweight position at the stock level. Overall the portfolio will be made up of between 40-60 larger companies, athough there can also be up to 10% in smaller companies. When considering smaller companies, the team is looking for situations where the firm's management retains a significant stake in the business.