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9 -9 1 4 -5 6 5 JULY 10, 2014 WILLIAM FRUHAN JOHN BANKO Thompson Asset Management “Thanks, Peter. I look forward to meeting you next week as well.” Allison Thompson cradled the phone and looked out her office window at the Florida riverfront as she considered the possibilities and implications of her conversation with Peter Landman. As CEO and founder of Thompson Asset Management (TAM), an investment management firm that she had started in Jacksonville, Florida, in 2009, Thompson had grown the firm from a single client and a $500,000 investment to about $83 million in assets under management (AUM) in two funds. TAM had a proven track record of beating benchmarks and managing downside risk. The success of her strategies had brought…show more content…
Without missing a beat, she returned to her hometown of Jacksonville and started TAM. Although the first few years were difficult, TAM gave her a platform to further test and implement her investment ideas. Thompson considered herself a market strategist, and TAM’s initial fund, ProIndex, was designed to achieve returns in excess of the benchmark S&P 500 index while maintaining a risk level consistent with the index. The easiest way for her to maintain and adjust equity market exposure was to “index” ________________________________________________________________________________________________________________ HBS Professor William Fruhan and writer John Banko prepared this case solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. Although based on real events, and despite occasional references to actual companies, this case is fictitious and any resemblance to actual persons or entities is coincidental. Copyright © 2014 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business Publishing, Boston, MA 02163, or go to This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. This document is authorized for use only by Akshay Agarwal
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