JDP Capital Management
Fund Presentation Jeremy Deal, Portfolio Manager
Business Experience JDP private equity, Secure Wireless Inc. (sold to Nortek, NASDAQ: NTK), Energy Eye Inc. (sold to Somfy SA, EPA:SO), Honeywell International (NYSE: HON)
Seth Lowry, Senior Analyst
Business Experience Tech Coast Angels, Citigroup Equity Research (Transportation), Merrill Lynch Investment Banking (Energy and Power), Merrill Lynch (Global Securities Research)
Mark Chapman, Director, JDP Offshore Ltd
Business Experience Azur Consulting, Aquamarine Fund Zurich (COO/Director), Deloitte BVI (Managing Partner) Deloitte Cayman Islands (Senior Manager)
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 1 Why JDP?
Rare stock strategy that allows for continuous ownership of the right companies
“Best-ideas only” portfolio maximizes total return over the longest periods of time
Designed for outside capital to invest alongside JDP
Highly-curated investor base removes common fund constraints and maximizes potential
Institutional-grade back office infrastructure
Underwriting business quality eliminates need for market-timing
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 2 JDP summary
Global equity fund, NYC headquarters, Amsterdam research office
Uses public markets to make long-term investments in specific companies
Risk managed by focusing on strong businesses with durable models and unrecognized potential
Targets a rolling 100% return per idea within 3 to 5 years (15% to 25% annualized)
Management’s net worth invested alongside partners on the same terms
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 3 Founder’s objectives
1. Maintain and grow an attractive long-term track record
2. Operate with a high degree of integrity and expect the same from our portfolio companies
3. Seek performance through fundamental appreciation of individual businesses, not trading
4. Embrace mistakes and improve our investment process over time
5. Protect JDP’s culture, goals and advantages by limiting the pool to like-minded investors
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 4 Investment Strategy
5 JDP’s evolution
2009 – 2011 Fundless private equity sponsor focused on divestitures of distressed public companies
2011 - 2015 Formed a hedge fund legal structure with a focus on micro caps, price-based only investment criteria
2015 - 2017 Seth Lowry joins the team, investment universe expanded to larger companies going though transitions with compounder qualities
2017 - present Adopts the “Survivor & Thriver” overlay criteria for all investments, portfolio limited to best ideas only
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 6 Strategy to discover and own companies that:
1. Meet JDP’s Survivor & Thriver company criteria
2. Can be purchased for a price that supports our return target
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 7 Survivor & Thriver study
Proprietary JDP research project between 2016 and 2017 on all US public companies over $500M
Studied similarities between companies with extreme outperformance and underperformance between peak market cycles
Assumed only buying at the top of major market cycles (October 8, 2007 for example)
Price and market timing was the least important contributor to extreme outperformance
Study became the primary lens for all JDP investments beginning in 2017
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 8 Study example
Imagine buying at the “peak” market day on October 8, 2007 before the crisis and never selling…
S&P 500 performance: +186% (9.1% annually)
~1,300 total US companies, minimum $500M market cap, and continuously tradable for the past 12 years
Top 10% +1,021% (88% annually for 12 years) Top 25% +630% (18% annually for 12 years)
Bottom 10% -61% Bottom 25% -22%
CapIQ, JDP estimates, assumes buying on October 8, 2007 and holding though October 8, 2019
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 9 What do the top performers have that the rest don’t?
Business model that is adaptable and relevant in tomorrow’s economy
Durable pricing power protected by a growing competitive advantage
Capital allocation and balance sheet strategy that supports the company’s moat
Significant alignment of interest between management and equity owners
Survivors & Thrivers become “Compounders”
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 10 Best performing companies Survive and Thrive
Survivor characteristics: Dominant industry player with high barriers to entry supported by a superior brand, financial, legal and geographical advantages
Examples: Colgate toothpaste, Moody’s credit rating agency, Burlington Northern Railroad, the Golden Gate Bridge, DeBeer diamond mines, Panama Canal
Thriver characteristics: Disruptive and evolving technologies or products that cut out traditional-economy costs and barriers and drive demand though creating efficiencies
Examples: Smart phones, social media and e-commerce platforms, Building Information Modeling (BIM), cloud infrastructure, cyber security, machine learning, wind and solar battery storage, 5G
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 11 Putting it together
“the Golden Gate Bridge of BIM software”
“the Panama Canal of cloud infrastructure”
“the Colgate toothpaste of e-commerce platforms”
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 12 Survivors & Thrivers are found in every industry – examples 12-year performance Company Market from ”peak” market day before crisis
Trex Company Building products +3,100% Medifast Weight loss +2,000% Bookings Holdings Travel booking +1,985% Dominos Pizza Pizza +1,585% Old Dominion Freight +1,450% Home Depot Retail +835% Intuit Accounting +805% Moody’s Credit ratings +370% Vail Resorts Resorts/Skiing +313%
CapIQ, JDP estimatesestimates, assumes buying on October 8, 2007 and holding though October 8, 2019
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 13 So why can’t people just hang on? Volatility over 12 years Company Sector 12-year performance Number of -30% drawdowns
Trex Company Building products +3,100 10 times Medifast Weight loss +2,000% 11 times Bookings Holdings Travel booking +1,985% 7 times Dominos Pizza Pizza delivery +1,585% 4 times Old Dominion Freight +1,450% 7 times Home Depot Retail +835% 3 times Intuit Accounting +805% 3 times Moody’s Credit ratings +370% 8 times Vail Resorts Resorts/Skiing +313% 5 times
CapIQ, JDP estimatesestimates, assumes buying on October 8, 2007 and holding though October 8, 2019
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 14 Buying, Selling & Managing Risk
15 Identifying a pre-compounder
A business strategy focused on rapidly evolving from past models and mindsets
Sustainable internal cash flow that supports long-term growth plans
Long runway to re-invest in growth initiatives, materially de-leverage, or pursue intelligent buybacks
GAAP accounting can be misleading and rarely tells the full story
High conviction enough to be at least a 10% portfolio position
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 16 Buying on a value-basis
Comparison of today’s price vs. our estimate of future cash flows
Valuation determined by JDP-adjusted cash flow metrics, not GAAP accounting
Rolling 100% appreciation potential every 3 to 5 years (15% to 25% annualized)
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 17 Common reasons for price dislocation
Negative quarter-to-quarter outlook
Unrecognized growth, strategy shift, societal mind shift
Misunderstood M&A or recapitalization
Under-utilized assets
Regulatory change
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 18 Margin of safety
Downside protection in fundamentals
Base-layer cash flow insulated by contracts, market position, employee talent, hard assets, switching costs, etc.
Balance sheet debt appropriate for the business or well-covered by underlying value
Optionality in hidden or non-optimized assets (IP, stand-alone subsidiaries, real estate, JVs)
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 19 Decision to sell
Valuation driven, not volatility driven
Material mistake in the thesis or valuation
Eroding competitive advantage
Discovery of a much better idea
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 20 Past Investment Examples & Fund Structure
21 Past experiences that helped us improve the most
JDP Annualized Total return if Company Period owned What happened Return never sold*
Innophos 2011 - 2012 7% 17% Cheap valuation, specitality chemical products have limited pricing power Bank NY Mellon 2011 - 2013 30% 162% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway Masco 2012 89% 350% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway Otter Tail 2012 6% 220% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway Illinois Tool Works 2012 43% 255% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway HWCC 2011 - 2012 -20% -55% Valuation below liquidation, commodity distributor with limited competitive advantages Nasdaq 2012 - 2013 26% 326% Overlooked Survivor & Thriver characteristics, sold based on valuation and missed organic growth runway and quality Boyd Gaming 2012 - 2013 55% 206% Positive IRR only due to low price paid, cyclical, highly leveraged, not a compounder CVI 2011 - 2012 35% 400% Sold due to valuation. Stronger competitive advantages than expected, higher quality ultimately translated into value Live Nation 2012 - 2013 14% 640% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway Quality Systems 2012 - 2014 2% -1% Strong balance sheet and high returns on capital could not overcome lack of growth and bad management Genworth Financial 2012 - 2015 21% -13% Focused on cheap valuation based on discount to working capital, no growth or pricing power, macro headwinds Hartford Financial 2012 - 2014 36% 208% Limited pricing power with earnings insulated by regulatory and size advantages, less sensitive to macro CyrusOne 2013 - 2016 41% 333% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway Carrols Restaurants 2014 - 2017 21% -6% Unexpected shift in corporate strategy and capital allocation due to weak board governance ALJ Regional Holdings 2014 - 2017 44% -20% Private PIPE, low valuation, lowest quality assets, unexpected shift in capital allocation strategy Liberty Broadband 2015 - 2018 28% 98% Overlooked Survivor & Thriver characteristics, too focused on valuation and missed organic growth runway TERP 2016 - 2019 24% 150% Bad corporate governance, control ownership not aligned with public owners, abuse of minority owners Infu Systems 2012 - 2014 50% 225% Invested based on the Chairman's activist agenda to sell the company, sold when the offer was declined TRW 2011 - 2013 46% buyout Overblow legal issues, Strong pricing power and insulated competitive advantages led to attractive buyout DTV 2012 - 2014 30% buyout Cord-cutting fears lead to a cheap price. 80% of company bought back in buybacks, superior capital allocation, sold to AT&T Teekay Offshore 2017 - 2019 -25% buyout Bad corporate governance, control ownership not aligned with public owners, abuse of minority owners Chicago Bridge & Iron 2017 -50% -18 Cheap valuation, Bad corporate governance, undisclosed distress Perry Ellis 2014 - 2015 38% buyout Invested based on activist agenda to sell the company, sold after a settlement was reached
*CapIQ and JDP estimate assumes JDP held the stock continuously from initiation though the creation of this presentation on October 8, 2019 22 Fund structure and fees
US Limited Partnership with offshore feeder (Credit Suisse nominee platform approved)
Monthly subscription, annual redemption
$250,000 initial minimum, $25,000 thereafter
Fees: 1% fixed, 20% performance over a 6% hurdle
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 23 JDP investor base
High net worth individuals who invest directly with JDP (US and Europe)
Business-owner mindset towards stocks
Successful entrepreneurs, professional investors, inherited wealth
Average LP has 5% to 10% of net worth in JDP
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 24 Contacts
Fund Administrator – US Legal – US Bank and Cash Controls
Yulish & Associates Ragghianti Freitas LLP City National Bank Joshua Sack Jack Martel Ron Garcia 2 Turquoise Way 1101 Fifth Avenue, Suite 100 100 Montgomery St. Jeremy Deal San Francisco CA 94131 San Rafael, CA 94901 San Francisco CA 94104 (415) 641-4246 (415) 453-9433 (415) 576-2407 Managing Partner
Fund Administrator – Offshore Legal – Offshore Compliance [email protected]
Perennial Fund Services Harneys Westwood & Riegels LLP Gordian Compliance AJ Haas Philip Graham Justin Schleifer 11620 Wilshire Blvd, #400 Tortola, BVI 150 Spear St., No. 825 Los Angeles CA 92225 +1 284.494.2233 San Francisco CA 94105 (310) 445-2581 (415) 762-2845 Seth Lowry
Tax/Audit Trading Prime Broker Senior Analyst
Spicer Jeffries LLP Jones Trading Interactive Brokers LLC [email protected] Bob Yurglich Scott Cooper Ben Nguyen 5251 S. Quebec St., Suite 200 220 E 42nd Street 8 Greenwich Office Park Greenwood Village CO 80111 New York, NY 10017 Greenwich CT 06831 (303) 753-1959 (212) 267-0777 (203) 618-5971
15 East 67th Street | New York | NY | 10065 jdpcap.com Vijzelstraat 68 | 1017 HL | Amsterdam 25 26